27 August 2019

Committee Executive

Date Wednesday, 4 September 2019

Time of Meeting 2:00 pm

Venue Tewkesbury Borough Council Offices, Severn Room

ALL MEMBERS OF THE COMMITTEE ARE REQUESTED TO ATTEND

Agenda

1. ANNOUNCEMENTS

When the continuous alarm sounds you must evacuate the building by the nearest available fire exit. Members and visitors should proceed to the visitors’ car park at the front of the building and await further instructions (during office hours staff should proceed to their usual assembly point; outside of office hours proceed to the visitors’ car park). Please do not re-enter the building unless instructed to do so.

In the event of a fire any person with a disability should be assisted in leaving the building.

2. APOLOGIES FOR ABSENCE AND SUBSTITUTIONS

To receive apologies for absence and advise of any substitutions.

3. DECLARATIONS OF INTEREST

Pursuant to the adoption by the Council on 26 June 2012 of the Tewkesbury Borough Council Code of Conduct, effective from 1 July 2012, as set out in Minute No. CL.34, Members are invited to declare any interest they may have in the business set out on the Agenda to which the approved Code applies.

Gloucester Road Tewkesbury Glos GL20 5TT Member Services Tel: (01684) 272021 Fax: (01684) 272040 Email: [email protected] Website: www.tewkesbury.gov.uk Item Page(s)

4. MINUTES 1 - 5

To approve the Minutes of the meeting held on 17 July 2019.

5. ITEMS FROM MEMBERS OF THE PUBLIC

To receive any questions, deputations or petitions submitted under Rule of Procedure 12.

(The deadline for public participation submissions for this meeting is 29 August 2019)

6. EXECUTIVE COMMITTEE FORWARD PLAN 6 - 11

To consider the Committee’s Forward Plan.

7. FINANCIAL UPDATE - QUARTER ONE 2019/20 12 - 20

To consider the quarterly budget position.

8. REVIEW OF COUNCIL TAX REDUCTION SCHEME AND COUNCIL 21 - 33 TAX DISCOUNTS

To endorse the proposed consultation on the Council Tax Reduction Scheme 2020/21.

9. ECONOMIC DEVELOPMENT AND TOURISM STRATEGY 2017-21 34 - 58

To authorise the Deputy Chief Executive and the Head of Development Services, in consultation with the Lead Member for Economic Development/Promotion, to make amendments to the Economic Development and Tourism Strategy 2017-2021.

10. WAIVER TO CONTRACT PROCEDURE RULES 59 - 61

To note the waiving of the Contract Procedure Rules in respect of the purchase of a 12 tonne narrow access vehicle

11. GARDEN TOWN PROGRAMME 62 - 73

To receive an update on the status of the Tewkesbury Garden Town programme and information about the recent success of the West Cheltenham Garden Village bid, made jointly with Cheltenham Borough Council, and to agree proposals for delegation of authority to Lead Officers for the efficient development of the Garden Village programme.

12. SEPARATE BUSINESS

The Chairman will move the adoption of the following resolution:

That under Section 100(A)(4) Local Government Act 1972, the public be excluded for the following items on the grounds that they involve the likely disclosure of exempt information as defined in Part 1 of Schedule 12A of the Act.

13. SEPARATE MINUTES 74 - 76

To approve the separate Minutes of the meeting of the Committee held on 17 July 2019. 2 Item Page(s)

14. USE OF URGENCY POWERS - ROSES THEATRE 77 - 81

(Exempt –Paragraph 3 of Part 1 of Schedule 12A of the Local Government Act 1972 –Information relating to the financial or business affairs of any particular person (including the authority holding that information))

To note the use of urgency powers taken in respect of the Roses Theatre, Tewkesbury

15. FUTURE COUNTYWIDE WASTE PARTNERSHIP - JOINT WASTE 82 - 89 COMMITTEE AND JOINT WASTE TEAM

(Exempt –Paragraph 1 of Part 1 of Schedule 12A of the Local Government Act 1972 – Information relating to any individual)

To consider the way forward in respect of the Joint Waste Committee and Joint Waste Team and make a recommendation to Council on the future of the Countywide Waste Partnership.

DATE OF NEXT MEETING WEDNESDAY, 16 OCTOBER 2019 COUNCILLORS CONSTITUTING COMMITTEE Councillors: R A Bird (Chair), G F Blackwell, M Dean, L A Gerrard, M A Gore, E J MacTiernan, J R Mason (Vice-Chair), C Softley, R J Stanley, M G Sztymiak and R J E Vines

Substitution Arrangements

The Council has a substitution procedure and any substitutions will be announced at the beginning of the meeting.

Recording of Meetings

In accordance with the Openness of Local Government Bodies Regulations 2014, please be aware that the proceedings of this meeting may be recorded and this may include recording of persons seated in the public gallery or speaking at the meeting. Please notify the Democratic Services Officer if you have any objections to this practice and the Chairman will take reasonable steps to ensure that any request not to be recorded is complied with.

Any recording must take place in such a way as to ensure that the view of Councillors, Officers, the public and press is not obstructed. The use of flash photography and/or additional lighting will not be allowed unless this has been discussed and agreed in advance of the meeting.

3 Agenda Item 4

TEWKESBURY BOROUGH COUNCIL

Minutes of a Meeting of the Executive Committee held at the Council Offices, Gloucester Road, Tewkesbury on Wednesday, 17 July 2019 commencing at 2:00 pm

Present:

Chair Councillor R A Bird Vice Chair Councillor J R Mason

and Councillors:

G F Blackwell, M Dean, L A Gerrard, M A Gore, E J MacTiernan, P W Ockelton (Substitute for R J Stanley), C Softley, M G Sztymiak and R J E Vines

also present:

Councillor K J Cromwell

EX.12 ANNOUNCEMENTS

12.1 The evacuation procedure, as noted on the Agenda, was advised to those present. 12.2 The Chair welcomed Councillor K J Cromwell, as Chair of the Overview and Scrutiny Committee, to the meeting and indicated that he was present for Item 7 – Performance Management Report – Quarter Four 2018/19.

EX.13 APOLOGIES FOR ABSENCE AND SUBSTITUTIONS

13.1 Apologies for absence were received from Councillor R J Stanley. Councillor P W Ockelton would be acting as a substitute for the meeting.

EX.14 DECLARATIONS OF INTEREST

14.1 The Committee’s attention was drawn to the Tewkesbury Borough Council Code of Conduct which was adopted by the Council on 26 June 2012 and took effect from 1 July 2012.

1 EX.17.07.19

14.2 The following declaration was made:

Councillor Application Nature of Interest Declared No./Item (where disclosed) Action in respect of Disclosure

P W Ockelton Item 10 – Spring Is a member of a Would not Gardens local, national and speak or vote. Regeneration international charity Project. that has land holdings that could

be affected by the development process.

14.3 There were no further declarations of interest made on this occasion.

EX.15 MINUTES

15.1 The Minutes of the meeting held on 12 June 2019, copies of which had been circulated, were approved as a correct record and signed by the Chair.

EX.16 ITEMS FROM MEMBERS OF THE PUBLIC

16.1 There were no items from members of the public on this occasion.

EX.17 EXECUTIVE COMMITTEE FORWARD PLAN

17.1 Attention was drawn to the Committee’s Forward Plan, circulated at Pages No. 11- 16. Members were asked to consider the Plan. 17.2 Accordingly, it was

RESOLVED: That the Committee’s Forward Plan be NOTED.

EX.18 PERFORMANCE MANAGEMENT REPORT - QUARTER FOUR 2018/19

18.1 The report of the Chair of the Overview and Scrutiny Committee, circulated at Pages No. 17-76, asked Members to review and, if appropriate, take action on the observations of the Overview and Scrutiny Committee following its review of the 2018/19 quarter four performance management information. 18.2 Attention was drawn to the observations made by the Overview and Scrutiny Committee, attached at Appendix 1 to the report; the Council Plan Performance Tracker, attached to the report at Appendix 2; the financial performance information circulated at Appendices 3-5; and the Ubico outturn and briefing note on tyre wear at Appendices 6 and 7. 18.3 The Chair of the Overview and Scrutiny Committee explained that the meeting was the first of the new Committee cycle and he had been pleased to see the positivity and range of questions asked. It had been a large Agenda and to receive the performance tracker could have been quite daunting for new Members. The Committee had received an extended pre-briefing prior to the meeting and he felt this had helped the meeting to run smoothly which had been useful. In addition to 2 EX.17.07.19 the performance tracker, the Agenda had also included items on the Economic Development and Tourism Strategy; Enviro-Crimes; the Communications Strategy; and Single-Use Plastics. In terms of tourism provision, it was discussed that Officers had been looking at options for the Hat Shop for a while now and previous target dates had slipped; at the meeting, a new date of October 2019 was noted and it was questioned whether there was the resource available to meet that date. Officers had confirmed that Members would be notified shortly of the way forward. The Committee had been pleased to hear that Winchcombe Town Trust, which oversaw the Winchcombe Tourist Information Centre, had been successful in receiving grant funding to develop a new heritage centre. In respect of recycling, this had always been an area of good performance and continued to be so with performance remaining in the top quartile. It was noted by a Member that performance had been hindered by increased contamination and this was something that Officers were working to mitigate. In terms of the environment generally, the work undertaken to reduce single-use plastics within the Public Services Centre had been a separate Agenda item and, whilst work was positive, there was a bigger issue in relation to the wider environmental agenda which the Council may need to consider; particularly as it would be developing a new Council Plan later in the year. Planning performance had been discussed and, whilst the processing of major applications had improved, the performance in processing of ‘other’ applications had deteriorated; albeit not significantly. Members were pleased that this was being looked at and improvements were expected in the first quarter of 2019/20. For the benefit of new Members, there was an established improvement plan for the planning service and this too was monitored by the Overview and Scrutiny Committee. In terms of the financial performance of Ubico, there had been numerous conversations at various Committees regarding the overspend and concern expressed about the general budgetary controls. The Overview and Scrutiny Committee Chair advised that he was very supportive of the proposal to establish a Ubico Working Group and he was pleased that the proposed Terms of Reference for the Group would be considered at the next meeting of the Overview and Scrutiny Committee; he hoped this would provide an opportunity to take a close look at the issues and turn around the negative perception that Members had of the service provided by Ubico. He also advised that the Committee had discussed the inclusion of more information in the press about enviro-crimes to act as a deterrent and also that dog fouling issues needed to be discussed more widely at Parish meetings etc. Overall, the Chair felt the new Committee had made a positive start and he was already in discussion with Officers about maximising the effectiveness of the Committee so that it gained momentum and he would expect to see more challenge to the Executive in due course. Finally, he advised that Lead Members would be asked to attend Overview and Scrutiny Committee meetings when there were things on the Agenda relevant to their portfolios and he hoped they would make every effort to attend. 18.4 Referring to Page No. 52 - e) Develop a programme to work with landlords to ensure residents have a supply of rented properties to meet their needs – a Member noted the revised target date was June 2019 and asked whether this had been achieved and, if so, why the action still had a sad face. In response, she was advised that the report had been considered by the Overview and Scrutiny Committee on 17 June so, at the time, the action had not been achieved. It since had been met but the report considered by the Executive Committee was the same as had been considered by the Overview and Scrutiny Committee hence the information had not been updated. Referring to the Council’s car pool pilot, a Member questioned whether any of the cars were fully electric. In response, the Asset Manager explained that the Council currently only had hybrids and one petrol vehicle. This had been done purposely to allow time for the installation of electric charging points and to understand mileage needs so anxiety over the mileage range of the vehicles could be avoided. It was planned that charging

3 EX.17.07.19 points would be installed at the Public Services Centre site in September.

18.5 In respect of Page No. 41 – a) Produce a concept masterplan for the J9 area - a Member was of the view that the Council was starting to make decisions about the Ashchurch Masterplan area without actually having received the consultation responses. In response, the Head of Development Services confirmed that the consultation comments were on the Council’s website and Officers would be formulating the responses alongside the review of the Joint Core Strategy (JCS); that report would be brought to Council and would be preceded by seminars for all Members. Referring to Page No. 41 - b) Work with partners to secure transport infrastructure improvements around the Borough, including the all-ways Junction 10, Junction 9 and A46 improvements – a Member questioned whether the meeting with MPs had taken place in June. In response, the Head of Development Services advised that local MPs and key Ministers had not been able to attend on 26 June so that meeting had been cancelled. It was anticipated that it would now take place in the autumn, but no date had yet been agreed. The Chief Executive indicated that he had been discussing the issue with colleagues at the County Council and one of the considerations was for Officers to go to London and brief the MPs etc. followed by a local meeting of relevant partners if necessary – he was currently taking advice on that approach. Another Member indicated that he had attended a meeting about the Junction 10 all-ways improvements earlier that day and confirmed that a bid for funding had been made to the government, but it was not expected that an outcome would be known until December. 18.6 In response to a query regarding Page No. 42 – b) Develop a programme with partners to progress Healings Mill and other key development opportunity sites to support the regeneration of Tewkesbury – a Member questioned whether a bid had been submitted for High Street heritage funding. In response, the Head of Development Services confirmed that a bid had been submitted the previous week; the Council had unfortunately been unsuccessful in its first bid. 18.7 A Member noted that the Overview and Scrutiny Committee had raised questions regarding the Tourist Information Centres, and he felt that it may be time to look at the Centres and see if the way they were run could be modernised. He had heard of an application that ran on smart phones to provide information on a town’s heritage and tourism offering and he questioned whether this had potential. The Head of Development Services largely agreed that the service needed some modernisation; however, Officers were still considering the options for future provision. This was a priority for the team and they were looking at trends and geography to understand how the Borough was perceived and how that could be improved. In terms of where efforts were focused in the future, this would definitely include digital media which meant a report to Council may be required to request investment. A Member expressed the view that both Tewkesbury and Winchcombe Tourist Information Centres should be working more closely with the Cotswold Conservation Board which had a brilliant website and covered the huge Area of Outstanding Natural Beauty (AONB) catchment. A Member noted that Winchcombe Town Council had recently applied for a gateway bid from Cotswold Conservation Board for signage, new notice boards etc. so he was aware that they worked closely together but he understood there was scope for more. In respect of Tewkesbury Tourist Information Centre, a Member indicated that she had visited recently and had been surprised at the interior which had seemed quite dirty; she felt this was not acceptable as the Council should be leading the way in looking after its historic buildings. She also expressed the view that the cleaning should not be undertaken by staff members as this took them away from their jobs and was not very helpful for customers wishing to use the Tourist Information Centre. In response, the Head of Development Services advised that contract cleaners had now given the centre a thorough deep clean and the intention was to do that on a 4 EX.17.07.19 regular basis with light cleaning undertaken by staff in between. She also confirmed that Winchcombe Tourist Information Centre was cleaned by the staff of the Centre anyway as the scale of the building was significantly smaller than Tewkesbury. 18.8 Accordingly, it was

RESOLVED: That the Overview and Scrutiny Committee’s comments on the Performance Management Report for Quarter Four of 2018/19 be NOTED.

EX.19 SEPARATE BUSINESS

19.1 The Chair proposed, and it was RESOLVED That, under Section 100(A)(4) of the Local Government Act 1972, the public be excluded from the meeting for the following items on the grounds that they involve the likely discussion of exempt information as defined in Part 1 of Schedule 12A of the Act.

EX.20 SEPARATE MINUTES

20.1 The separate Minutes of the meeting held on 12 June 2019, copies of which had been circulated, were approved as a correct record and signed by the Chair.

EX.21 SPRING GARDENS REGENERATION PROJECT

(Exempt –Paragraph 3 of Part 1 of Schedule 12A of the Local Government Act 1972 –Information relating to the financial or business affairs of any particular person (including the authority holding that information)) 21.1 The Committee considered the formal report from Mace Group Ltd and recommended to Council the options listed within the report for the next phase of the scheme.

The meeting closed at 3:05 pm

5 EXECUTIVE COMMITTEE FORWARD PLAN 2019/20 REGULAR ITEM:  Forward Plan – To note the forthcoming items.

Addition to 4 September 2019  Economic Development and Tourism Strategy 2017-2021 – recommendation from Overview and Scrutiny Committee.  Waiver to Contract Procedure Rules.  Garden Town Programme.  Confidential Item: Use of Urgency Powers.  Confidential Item: Future Countywide Waste Partnership – Joint Waste Committee and Joint Waste Team. Deletion from 4 September 2019  Confidential Item: Future HR Provision.  Confidential Item: Irrecoverable Debts Write-Off Report (Quarterly).

Committee Date: 16 October 2019

Agenda Item Overview of Agenda Item Lead Officer Has agenda item previously been deferred? Details and date of deferment required 6 Performance Management To receive and respond to the findings of Head of Corporate Services. No. Report – Quarter One the Overview and Scrutiny Committee‘s 2019/20. review of the quarter one performance management information.

Homeseeker Plus Sub- To approve the Homeseeker Plus Sub- Head of Community Services. No. Regional Choice-Based Regional Choice-Based Lettings Lettings Allocation Policy. Allocation Policy. Agenda Item 6 Community Infrastructure To consider the Community Infrastructure Head of Development Services. Yes, deferred to allow further time to Levy (CIL) Governance and Levy (CIL) Governance and Policy. consider the options. Policy.

1 Changes from previously published Plan shown in bold

Committee Date: 16 October 2019

Agenda Item Overview of Agenda Item Lead Officer Has agenda item previously been deferred? Details and date of deferment required

Anti-Fraud and Corruption To approve the Anti-Fraud and Head of Corporate Services. No. Policy. Corruption Policy following recommendation from Audit and Governance Committee.

7 Committee Date: 4 November 2019 (Special)

Agenda Item Overview of Agenda Item Lead Officer Has agenda item previously been deferred? Details and date of deferment required

West Cheltenham To consider approval of the West Head of Development Services. Yes – from 16 October 2019 to Masterplan (SPD). Cheltenham Masterplan (SPD) for enable consideration of the item in consultation. line with Cheltenham Borough Council.

2 Changes from previously published Plan shown in bold

Committee Date: 27 November 2019

Agenda Item Overview of Agenda Item Lead Officer Has agenda item previously been deferred? Details and date of deferment required

Financial Update – Quarter To consider the quarterly budget position. Head of Finance and Asset No. Two 2019/20. Management.

Digital Strategy. To approve the Council’s Digital Head of Corporate Services. No. Strategy.

ICT Strategy. To approve the Council’s ICT Strategy. Head of Corporate Services. Yes – deferred from 4 September to enable to the ICT Strategy to be brought forward alongside the Digital Strategy.

Review of Council Tax To consider following consultation. Head of Corporate Services. Yes – deferred from 16 October to

8 Reduction Scheme and allow time for completion of the Council Tax Discounts. consultation period.

Confidential Item: To consider the write-off of irrecoverable Head of Corporate Services. No. Irrecoverable Debts Write- debts. Off Report (Quarterly).

(To be considered in private because of the likely disclosure of exempt information as defined in Paragraph 3 of Part 1 of Schedule 12A to the Local Government Act 1972 – Information relating to the financial or business affairs of any particular person (including the authority holding that information)).

3 Changes from previously published Plan shown in bold

Committee Date: 8 January 2020

Agenda Item Overview of Agenda Item Lead Officer Has agenda item previously been deferred? Details and date of deferment required

Performance Management To receive and respond to the findings of Head of Corporate Services. No. Report – Quarter Two the Overview and Scrutiny Committee‘s 2019/20. review of the quarter two performance management information.

Medium Term Financial To recommend to Council the adoption of Head of Finance and Asset No. Strategy (Annual). the five-year MTFS which describes the Management. financial environment the Council is operating in and the pressures it will face in delivering its services and a balanced budget over the period.

Housing Strategy Monitoring To approve the Housing Strategy Housing Services Manager. No.

9 Report (Year 4) (Annual). Monitoring Report for Year Four.

Treasury and Capital To approve and recommend approval to Head of Finance and Asset No. Management (Annual) Council, a range of statutorily required Management. polices and strategies relating to treasury and capital management.

West Cheltenham To consider approval of the West Head of Development Services. No. Masterplan. Cheltenham Masterplan.

4 Changes from previously published Plan shown in bold

Committee Date: 5 February 2020

Agenda Item Overview of Agenda Item Lead Officer Has agenda item previously been deferred? Details and date of deferment required

Budget 2020/21 (Annual). To recommend a budget for 2020/21 to Head of Finance and Asset No. the Council. Management.

Financial Update - Quarter To consider the quarterly budget position. Head of Finance and Asset No. Three 2019/20. Management.

Confidential Item: To consider the write-off of irrecoverable Head of Corporate Services. No. Irrecoverable Debts Write- debts. Off Report (Quarterly).

(To be considered in private because of the likely disclosure of exempt information as defined in Paragraph 3 of Part 1 of Schedule 12A to the Local Government Act 1972 – Information relating to the financial or business affairs of any particular person (including the authority holding that information)). 10

Committee Date: 4 March 2020

Agenda Item Overview of Agenda Item Lead Officer Has agenda item previously been deferred? Details and date of deferment required

5 Changes from previously published Plan shown in bold

Committee Date: 8 April 2020

Agenda Item Overview of Agenda Item Lead Officer Has agenda item previously been deferred? Details and date of deferment required

Performance Management To receive and respond to the findings of Head of Corporate Services. No. Report – Quarter Three the Overview and Scrutiny Committee‘s 2019/20. review of the quarter three performance management information.

Council Plan 2016/20 To consider the Council Plan and make a Head of Corporate Services. No. Refresh (Annual). recommendation to Council.

High Level Service Plan To consider the key activities of each Head of Corporate Services. No. Summaries (Annual). service grouping during 2018/19.

11 PENDING ITEMS

Agenda Item Overview of Agenda Item

Shopfronts Supplementary Planning To agree the document for the purposes of consultation. Document (SPD).

Spring Gardens Regeneration Phase 1a To agree the recommendation of the preferred option for the regeneration of Spring Gardens. report.

6 Changes from previously published Plan shown in bold

Agenda Item 7 TEWKESBURY BOROUGH COUNCIL

Report to: Executive Committee

Date of Meeting: 4 September 2019

Subject: Financial Update – Quarter One Performance Report

Report of: Head of Finance and Asset Management

Corporate Lead: Deputy Chief Executive

Lead Member: Lead Member for Finance and Asset Management

Number of Appendices: Three

Executive Summary: The budget for 2019/20 was approved by Council in February 2019 with the reserves being approved at Executive Committee in June 2019. This report is the first quarterly monitoring report of the Council’s financial performance for the year. The report highlights a quarter 1 deficit of £71,190 on the revenue budget and details the expenditure to date against both the capital programme and the approved reserves.

Recommendation: The Executive Committee is asked to consider the financial performance information for the first quarter 2019/20.

Reasons for Recommendation: The Executive Committee is responsible for recommending the budget to Council and for the management and delivery of the approved budget during the financial year. The quarterly financial report is to notify Members of any known significant variations to budgets for the current financial year, highlight any key issues, and to inform Members of any corrective action to be taken if required.

Resource Implications: As detailed within the report. If the budget is in deficit at year end then the Council will have to use reserves to fund the overspend, meaning that these resources are not available to fund other activities or future financial management of the Council’s projected medium term budgets. The Council currently has a £850,000 General Fund balance.

Legal Implications: None associated with the report.

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Risk Management Implications: A financial deficit will result in the utilisation of the limited reserves available to the Council. The financial performance of the Council is monitored on a monthly basis and reported to Members quarterly. Active management of the budget takes place to reduce the projected deficit whilst maintain delivery of services.

Performance Management Follow-up: Budgets will continue to be monitored on a regular basis by budget holders supported by Finance. Quarterly monitoring reports will be presented to Members with the outturn position reported to the Committee in June 2020.

Environmental Implications: None.

1.0 INTRODUCTION/BACKGROUND

1.1 This report provides the Quarter 1 (Q1) monitoring position statement for the financial year 2019/20. The purpose of this report is to notify Members of any known significant variations to budgets for the current financial year, highlight any key issues, and to inform Members of any action to be taken if required.

2.0 REVENUE BUDGET POSITION

2.1 The financial budget summary for Q1 shows a £71,190 deficit against the profiled budget. Below is a summary of the expenditure position for the Council split out between the main expenditure types. Services expenditure Budget Budget Q1 Actual Q1 Variance £ £ £ £ Employees 9,822,531 2,314,616 2,246,650 67,966 Premises 640,349 298,046 302,496 (4,450) Transport 157,779 35,535 29,696 5,839 Supplies & Services 1,985,608 388,247 422,243 (33,995) Payments to Third Parties 5,539,444 1,619,759 1,672,122 (52,363) Transfer Payments - Benefits Service 13,611,266 4,188,186 4,217,743 (29,557) Income (20,478,721) (2,326,328) (2,320,647) (5,681) 11,278,256 6,518,060 6,570,303 (52,242)

Corporate Codes

Interest costs 255,678 63,920 17,574 46,346 Investment Properties (2,753,605) (874,018) (803,121) (70,897) Corporate Savings Targets (7,500) 0 0 0 RSG and other grant funding (36,565) (5,700) (6,152) 452 New Homes Bonus (3,273,399) (818,350) (818,350) 0 Business rates (2,497,557) 0 (5,152) 5,152

2,965,308 4,883,912 4,955,102 (71,190)

Note: With regards to savings and deficits, items in brackets and red are overspends

13 2.3 Surplus on service expenditure The budget position in relation to Service expenditure shows an overall budget deficit of £52,242 as at the end of June 2019. Whilst an overall deficit position is reported, there are two areas that report a surplus. As can be seen from the table the majority of the savings, £67,966, are related to employee cost. These savings are being generated mainly through staff vacancies, across most services, with Community Services generating the most savings at £13,000. Services have managed vacancies during the period by utilising current staff to cover work in the short term and limiting, where possible, use of agency staff. Initial savings are also being delivered through the car pool pilot. This is encouraging given the Council is only three months into the pilot and a full review of the success of the pilot is due to take place after six months.

2.4 Deficit on service expenditure Deficits reported on supplies and services, and to a large extent on payments to third parties, are in relation to expenditure incurred on delivering the European elections. The Council receives grant income to cover the cost of the elections and therefore an income surplus within Democratic Services matches off this expenditure. The Borough election expenditure is also contained within Democratic Services and this is matched off through one off funding from reserves and New Homes Bonus. Overall, Democratic Services is in a cost neutral position. In terms of other areas contributing to the deficit reported for payments to third parties, Community Services is reporting a first quarter deficit of £12,817. Whilst savings have been accumulated on the disposal of recyclate collected, the Ubico contract sum is showing an increase in resources consumed of circa £24,000 at the first quarter. Additional resources have been deployed on the grounds maintenance rounds to ensure issues with grass cutting are minimised during the growing season and a contingency reserve exists to cover these costs should the contract be in deficit at year-end. In addition, the allocation of depot related costs has been reviewed following changes of use at Swindon Road depot, most pertinently Tewkesbury’s increased usage following its delivery review in 2017 which saw the food waste collection service being delivered through separate vehicles. As a result, the cost apportionment to Tewkesbury has increased by £50,000 on an annual basis. Officers have reviewed the cost apportionment basis and agreed it reflects current use of the site. The apportionment basis will now be reviewed annually in the Autumn so that any variations can be incorporated within the budget. The overspend on transfer payments relates to Housing Benefit claimant payments and recovery of expenditure from the government. The Q1 monitoring reported that the Housing Benefits team have identified two significant overpayments as a result of claimant error, which go back over several years, one of which is for over £20,000 and included a fraud investigation. The Council only receives government subsidy of 40% where claimant error is identified and, as a result, we are predicting a loss on the budgeted provision of £29,000. However, the Council is entitled to 100% of the debt if it can be reclaimed from the claimant and therefore in the long run the deficit on the Housing Benefit claim could be eradicated. Income is showing a small deficit at the end of Q1, although this is the net position for all services. Per the analysis above, Democratic Services has received an additional £86,000 of grant to cover the cost of the European elections. Also, in Community Services the Garden Waste service is £12,000 up on the annual target of income of £842,000. However, this is being offset by a current deficit on planning income of £80,000. The Development Team has predicted that it will recover this current deficit and achieve the budgeted level of income by the end of the financial year.

14 2.5 Attached at Appendix A is a summary of the position for each Head of Service, which shows the current variance against their budget. Where the main types of expenditure headings within the Head of Service’s responsibility have a variance over £10,000, a short explanation for the reason for the variance has been provided.

2.6 Corporate codes The Corporate codes include the other sources of financing which are needed to balance the budget. There is a significant budget deficit being shown on investment properties, which is due to not being able to secure another commercial opportunity as expected at the end of the current year. Paragraphs 3.2 and 3.3 provide more information on this. This has meant that the income expected to be received in rent has not been achieved. However, this loss has been mitigated to an extent as treasury management costs have been reduced through reduced borrowing and no minimum revenue provision being made. The net result is a £25,000 deficit.

2.7 The reported deficit at the end of the first quarter is disappointing but with service areas still expecting to deliver full year income levels, no corrective action is suggested at this stage. This position will be kept under scrutiny and, should the position deteriorate, or the expectations of income be downgraded, the Management Team of the Council will need to consider what action it takes to correct the position. Having just benefited from a year of significant surplus, the revenue budget for the current year cannot be allowed to return a deficit and utilise the reserves now set aside for specific projects and future financial sustainability.

3.0 CAPITAL BUDGET POSITION

3.1 Appendix B shows the capital budget position as at Q1. This is currently showing a deficit against the profiled budget of £6.14m.

3.2 This deficit is as a result of the Council being unable to secure a commercial investment acquisition in the first few months of the financial year. Although the Council has reviewed several potential acquisitions in the last few months, it has not proceeded to bid on these. Only in the last month of the quarter has a property passed the due diligence tests and the Council entered into negotiations for its purchase. At the time of writing, this acquisition is still being progressed.

3.3 The market for investment properties, specifically in the industrial or alternative sector which the Council requires for a balanced portfolio, has become increasingly competitive with less high quality investments coming to the market. The Council continues to work with its advisors to source and secure new property and hopes to conclude a suitable investment within the calendar year.

3.4 Other capital schemes are progressing in line with budgets.

4.0 RESERVES POSITION

4.1 Appendix C provides a summary of the current usage of available reserves.

4.2 Reserves have been set aside from previous years to fund known future costs and the strategic planning of the authority’s operation. The information in the Appendix does not take account of reserves which have been committed, but not yet paid.

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4.3 Whilst the Q1 position shows that there remains a significant balance on the reserves, the expectation is that the balances will be spent in the future. Finance has asked for updates from all departments about their plans to ensure that earmarked reserves are either used for their intended purpose or released back to the general fund.

5.0 CONSULTATION

5.1 Budget holders have been consulted about the budget outturn for their service areas. The feedback has been incorporated in the report to explain differences between budgets and actual income and expenditure.

6.0 RELEVANT COUNCIL POLICIES/STRATEGIES

6.1 Budget monitoring is on the approved budget for 2019/20 which has been prepared in line with the Medium Term Financial Strategy.

7.0 RELEVANT GOVERNMENT POLICIES

7.1 None.

8.0 RESOURCE IMPLICATIONS (Human/Property)

8.1 None.

9.0 SUSTAINABILITY IMPLICATIONS (Social/Community Safety/Cultural/ Economic/ Environment)

9.1 None.

10.0 IMPACT UPON (Value For Money/Equalities/E-Government/Human Rights/Health And Safety)

10.1 None.

11.0 RELATED DECISIONS AND ANY OTHER RELEVANT FACTS

11.1 None.

Background Papers: None.

Contact Officer: Head of Finance and Asset Management Tel: 01684 272005

Email: [email protected]

Appendices: Appendix A – Quarter 1 revenue position by service. Appendix B – Quarter 1 capital position. Appendix C – Quarter 1 earmarked reserves update.

16 Quarter 1 Budget Report Appendix A

Chief Executive Full Year Budget Actual Savings / Note Budget (Deficit) £ £ £ £ Employees 251,670 62,859 57,422 5,437 Transport 2,308 579 597 (18) Supplies & Services 8,132 1,362 1,140 222 TOTAL 262,110 64,800 59,159 5,641

Community Services Full Year Budget Actual Savings / Budget (Deficit) £ £ £ £ Employees 1,188,811 297,284 284,149 13,135 1 Premises 5,000 250 258 (8) Transport 36,213 9,069 5,389 3,680 Supplies & Services 122,602 6,784 4,447 2,337 Payments to Third Parties 4,721,382 1,504,171 1,516,987 (12,817) 2 Income (2,219,088) (1,377,641) (1,372,323) (5,318) TOTAL 3,854,920 439,917 438,907 1,009

1. Savings are being generated in community services in the Environmental Health section. This is mostly due to implementation of a new establishment structure, where not all the posts have been appointed too and vacancies created due to movements within the team.

2. Deficit on Payments to third parties is mainly due to the Q1 positon on the Ubico contract. Ubico are currently showing a £24k overspend for the first 3 months of the year. This deficit is being offset by savings against budget on the MRF recycling costs.

Corporate Services Full Year Budget Actual Savings / Budget (Deficit) £ £ £ £ Employees 1,828,851 473,246 453,459 19,787 3 Transport 10,785 2,766 2,359 407 Supplies & Services 574,926 105,597 96,809 8,788 Payments to Third Parties 124,629 13,164 7,482 5,682 Transfer Payments - Benefits Service 13,611,266 4,188,186 4,217,743 (29,557) 4 Income (14,113,610) (157,683) (149,674) (8,009) TOTAL 2,036,847 4,625,275 4,628,177 (2,902)

3. The Revenues and Benefits have two long term sickness cases which are being covered through agency staff and an acting up arrangement respectively. This has led to a £5k overspend against budget however this expenditure has been necessary to maintain high levels of performance and customer satisfaction. There are savings been generated in Policy and Communications team of £9k, through a combination of maternity leave and part time working by indivudals that have a full time budget. There is also an £8k saving being generated from Youth Training budget which covers the Apprenticeship Scheme. There are currently three vacancies all of which are going through the recruitment process and these will be filled shortly. 4. This is the net position on housing benefits. The under recovery against costs is due to two cases where significant prior year housing benefit overpayments have been identified. These cases, which resulted from joint fraud investigations with DWP, mean that we are not able to claim subsidy against the expenditure, however the benefits team is actively pursuing recovery of the amounts identified.

Democratic Services Full Year Budget Actual Savings / Budget (Deficit) £ £ £ £ Employees 261,197 155,284 146,381 8,903 Premises 0 0 9,993 (9,993) Transport 16,000 4,002 5,318 (1,316) Supplies & Services 439,457 146,779 197,430 (50,651) 5 Payments to Third Parties 132,600 11,223 44,764 (33,541) 6 Income (2,000) 0 (86,597) 86,597 7 TOTAL 847,254 317,288 317,288 (0)

5. Variance due to two elections in Q1 (Borough & Parish Elections on 2nd May and European Parliamentary Election on 23rd May). Expenditure includes that of Postages, Printing and Equipment. European Election is externally funded so income is included in Income figure below, Borough Elections are paid for from reserves and this has been included in the budget to offset costs. 6. Variance due to payments to external bodies for the costs of elections as above, eg hire of buildings as polling station. 7. External funding to offset European Election expenditure above.

Deputy Chief Executive Full Year Budget Actual Savings / Budget (Deficit) £ £ £ £ Employees 117,497 29,685 29,521 164 Transport 2,730 687 688 (1) Supplies & Services 2,650 422 89 333 TOTAL 122,877 30,794 30,298 496

17 Development Services Full Year Budget Actual Savings / Budget (Deficit) £ £ £ £ Employees 1,958,850 489,912 482,259 7,653 Premises 44,572 8,764 8,809 (45) Transport 55,006 13,773 10,194 3,579 Supplies & Services 209,977 78,290 75,199 3,091 Payments to Third Parties 231,721 5,752 12,299 (6,546) Income (1,557,752) (375,096) (295,419) (79,677) 8 TOTAL 942,374 221,395 293,340 (71,945)

8. The planning income estimate is partially based on a number of specific major applications with significant fees. The majority of these major applications have yet to be received but are anticipated this financial year.

Finance and Asset Full Year Budget Actual Savings / Budget (Deficit) £ £ £ £ Employees 2,850,154 711,750 701,814 9,936 Premises 590,777 289,032 283,436 5,596 Transport 14,330 3,593 4,440 (847) Supplies & Services 493,160 48,100 45,943 2,157 Payments to Third Parties 312,552 67,286 65,650 1,636 Precept 6,100 6,100 6,654 (554) Income (1,363,497) (398,160) (399,138) 978 TOTAL 2,903,576 727,700 708,799 18,901

One Legal Full Year Budget Actual Savings / Budget (Deficit) £ £ £ £ Employees 1,365,501 94,596 £91,644 2,952 Transport 20,407 1,066 712 354 Supplies & Services 134,704 914 1,187 (273) Payments to Third Parties 10,460 12,063 18,286 (6,223) Income (1,222,774) (17,748) (17,496) (252) TOTAL 308,298 90,891 94,333 (3,442)

18 Appendix B - Analysis of Capital Budget

Q1 Budget Q1 Actual (Over) / Under % Slippage Comments Position Position spend £ £ £ Council Land & Buildings 10,000 8,504 1,496 15 Payments in Q1 are in line with expectations.

Equipment 10,000 9,870 130 1 Payments in Q1 are in line with expectations.

Capital Investment Fund 6,000,000 0 6,000,000 100 No investment properties acquired in Q1. The Council continues to source high quality commercial opportunities.

Community Grants 0 0 0 0 No expenditure expected in Q1

Housing & Business Grants 125,000 87,688 37,312 30 We've received fewer applications for Disabled Facilities Grants than we originally predicted for Q1 of this financial year.

19 6,145,000 106,062 6,038,938 98 Appendix C - Revenue Reserves for 19/20

Balance Spent in Reserve Reserve Note Reserve 31st March 2018 Quarter 1 Remaining Service Reserves Asset Management Reserve 1,188,731 11,592 1,177,139 1 Borough Growth Reserve 500,000 - 500,000 Borough Regeneration Reserve 1,537 - 1,537 Business Rates Reserve 500,000 - 500,000 Business Support Reserve 182,339 20,457 161,882 2 Business Transformation Reserve 692,837 27,922 664,914 3 Community Support Reserve 80,057 - 80,057 Development Management Reserve 254,687 13,660 241,026 4 Development Policy Reserve 600,936 2,935 598,001 Elections Reserve 85,348 4,500 80,848

20 Flood Support and Protection Reserve 10,196 550 9,646 Health & Leisure development reserve 1,989 - 1,989 Housing & Homeless Reserve 522,842 - 17,562 540,404 5 IT Reserve 84,500 18,989 65,511 6 MTFS Equalisation Reserve 1,000,000 - 1,000,000 Open Space & watercourse Reserve 678,720 20,100 658,620 7 Organisational Development Reserve 137,072 725 136,347 Risk Management Reserve 5,000 - 5,000 Transport Initiatives Reserves 395,110 - 395,110 Waste & Recycling development Reserve 1,090,835 807 1,090,028 8,012,736 104,675 7,908,061

Totals

1 Delivery of the Spring Gardens regeneration project 2 Payment of business support grants 3 Purchase of procurement system / Council Tax Reduction Scheme review costs 4 Cost of planning appeals 5 Homeless prevention expenditure 6 Provision of ipads 7 New equipment to support grounds maintenance Agenda Item 8 TEWKESBURY BOROUGH COUNCIL

Report to: Executive Committee

Date of Meeting: 4 September 2019

Subject: Review of Council Tax Reduction Scheme and Council Tax Discounts

Report of: Head of Corporate Services

Corporate Lead: Deputy Chief Executive

Lead Member: Lead Member for Finance and Asset Management

Number of Appendices: Two

Executive Summary: Since April 2013 Councils have been responsible for adopting their own Council Tax Reduction Scheme to help working age people on low incomes pay their Council Tax. The Council is required to undertake public consultation on any proposed changes to its scheme. Tewkesbury Borough Council’s scheme has remained unchanged since 2013 and approval is sought to consult on proposals for a revised scheme for 2020/21. The local Council Tax Reduction Scheme is for working age people only. The national scheme for pension age customers is set by government.

Recommendation: That Executive Committee ENDORSES the proposed public consultation on a Council Tax Reduction Scheme for 2020/21 in Appendix 1 to be undertaken during the period 16 September 2019 to 25 October 2019.

Reasons for Recommendation: Each year the Council is required to decide whether to make changes to the Council Tax Reduction Scheme for working age customers. Funding from central government to support the local working age scheme has continued to reduce in line with other funding cuts and is expected to continue to reduce over the coming years. Most of Tewkesbury Borough became a Universal Credit full service area by February 2018. As the number of customers receiving Universal Credit increases the administrative burden of calculating Council Tax reduction becomes greater. Universal Credit is reassessed on a monthly basis and any changes in income also results in the reassessment of Council Tax reduction. A revised Council Tax bill is issued changing the monthly instalments issuing revised Council Tax bills on a monthly basis is costly and makes it difficult to progress recovery action if payment is not made as well as making it difficult for customers to manage their finances. Approval is sought to consult on proposals for a revised Council Tax Reduction Scheme for 2020/21.

21 Resource Implications: Council Tax Reduction is a discount and not a benefit. As a result, the Council Tax base is reduced. A lower Council Tax base reduces the yield from Council Tax for the Borough Council, Gloucestershire County Council, the Office of the Police and Crime Commissioner for Gloucestershire and Town and Parish Councils. To offset this impact the government paid a grant to all local authorities which was 10% less than the funding for the previous Council Tax benefit scheme. This funding was incorporated into Revenue Support Grant since 2014/15 and has been subject to further cuts. The Council now receives minimal Revenue Support Grant and must fund its share of the cost of the scheme. Moving to a scheme as proposed in the consultation will reduce the cost of the scheme based on current caseload. It will also reduce the administrative burden which continues to increase due to Universal Credit.

Legal Implications: The Welfare Reform Act 2012 abolished Council Tax benefit and instead required each Council to design a local Council Tax Reduction Scheme. Section 13A of the Local Government Finance Act 1992 states that for each financial year Councils must consider whether to revise their Council Tax Reduction Scheme or replace it with another scheme. The prescribed regulations set out the matter which must be included in such a scheme. Before making any changes, under Section 40 of the Act must consult with major precepting authorities and consult other parties likely to have an interest in the scheme. The deadline for agreeing a scheme is 11 March in the financial year preceding that for which the revision or replacement scheme is to take effect (under paragraph 5, Schedule 1A of the Act). If the Council does not make/revise a Council Tax Reduction Scheme by 11 March 2020, a default scheme will be imposed on the Council which will be effective from 1 April 2020.

Risk Management Implications: If there is a delay in consulting on a proposed scheme it may result in a revised scheme not being approved for 2020/21.

Performance Management Follow-up: The impact of any new scheme will be closely monitored and updated through Lead Member briefings.

Environmental Implications: None.

1.0 INTRODUCTION/BACKGROUND

1.1 In January 2019 Council approved a Council Tax Reduction Scheme for the 2019/20 financial year. The scheme adopted continues to remain unchanged from the default scheme which was first introduced in 2013/14 when the legislation changed.

2.0 BACKGROUND

2.1 Since 2013 the Council has been required to agree a Council Tax Reduction Scheme to help working age people on a low income to pay their Council Tax. This scheme replaced the national Council Tax Benefit scheme.

2.2 The Council is also required to administer the government scheme for pension age customers and is not able to make any changes to this scheme.

22 2.3 Funding for Council Tax support was cut by 10% in 2013/14 compared to funding for the previous Council Tax Benefit scheme. The contribution from government towards the scheme is no longer separately identified so the design of the local Council Tax Reduction Scheme will dictate how much funding is allocated. Most Councils have changed their scheme to reduce the cost and generate savings as required by government.

2.4 The Council Tax Reduction Scheme in Tewkesbury Borough has continued to mirror the previous Council Tax Benefit scheme which has ensured the most vulnerable customers have not been affected. The Council has absorbed the shortfall in funding assisted by using local powers to reduce the discount on empty properties and by levying the empty homes premium.

2.5 Council Tax Reduction is currently provided to 4,370 households in Tewkesbury Borough at an annual cost of £4.2m. This includes working and pension age claimants. At present there are 2,447 working age claimants and the cost for these is £2.3m. The cost of the Council Tax Reduction Scheme is met by Tewkesbury Borough Council and the major precepting authorities in proportion to their share of the Council Tax.

2.6 Each year the Council must decide whether to make changes to its Council Tax Reduction Scheme for working age customers. Funding received from central government to support the working age scheme has continued to reduce in line with other funding reductions and this is expected to continue in the coming years. Based on the most recent data, Tewkesbury Borough Council is one of less than 30 Councils whose Council Tax Reduction Scheme has so far not been amended to reflect reduced funding or increase the contribution people receiving help must make towards their Council Tax bills.

2.7 An additional driver for reviewing the scheme is the impact of Universal Credit. Tewkesbury Borough started to become a full service Universal Credit area in December 2017 with the last Parishes covered by Evesham JobcentrePlus going live in the spring of 2018. As the number of customers who receive Universal Credit increases the administrative burden of calculating Council Tax Reduction becomes greater.

2.8 Universal Credit is reassessed on a monthly basis and any changes in income under Universal Credit means that a different level of income needs to be considered when assessing entitlement to Council Tax reduction. A change in the level of Council Tax reduction, however small, means a revised Council Tax bill needs to be issued changing the amount of Council Tax required to be paid. Issuing revised Council Tax bills on a monthly basis is costly and makes it difficult to progress recovery action where payment is not being made. It also makes it difficult for customers to manage their finances where their monthly Council Tax payments keep changing.

2.9 Possible options for a new Council Tax Reduction Scheme for 2020/21 were presented to Transform Working Group on 25 July 2019. The preferred options to be investigated further were keep the scheme as is, look at a scheme where all working age claimants pay a percentage of their Council Tax and consider an income banded scheme.

2.10 Approval is now sought to consult on proposals for a revised scheme for 2020/21 based on the three options listed above.

23

Council Tax Discounts

2.11 Members may also recall that the Local Government Finance Act 2012 abolished certain exemptions from 1 April 2013 and replaced them with discounts which can be determined locally. These have remained the same since the 2013/14 financial year. Council tax discounts will be reviewed in conjunction with proposals for a revised Council Tax Reduction Scheme in order to determine the most effective use of local discretions.

2.12 Council determined that furnished chargeable dwellings which are not the sole or main residence of an individual (i.e. second homes) should no longer receive a discount. They had previously received a discount of 10%. If we continue to set the discount at zero it is estimated that this will result in additional income of £42,263.61 for the 2020/21 financial year.

2.13 Council also determined that the discount in respect of unoccupied and substantially unfurnished properties should be 100% for one month then 25% for a further 5 months. The cost of awarding this discount is currently £166,530.48 per annum.

2.14 Council further exercised its discretion to determine that chargeable dwellings which are vacant and undergoing major repair work to render them habitable should be given a discount of 25% for 12 months. The cost of awarding this discount is currently £6,396.01 per annum.

2.15 Work is ongoing to model different discount options and proposals will be brought to Executive Committee for consideration alongside proposals for the Council Tax Reduction Scheme.

Empty Homes Premium

2.16 Prior to 1 April 2013 billing authorities could charge up to a maximum of 100% Council Tax on dwellings that have been empty for more than two years. From April 2013 billing authorities were given new powers to charge a premium of up to 50% of the Council Tax payable. New legislation was introduced which allows for a 100% empty homes premium to be levied from 1 April 2019. This was agreed by Members in February 2019 and the additional income from this premium currently stands at £131,000 per annum.

2.17 Further, The Rating (Property in Common Occupation) and Council Tax (Empty Dwellings) Act 2018 increased the amount of premium which can be levied on dwellings which have been empty for more than 5 years to 200% from 1 April 2020. For those properties which have been empty for less than 5 years the premium will remain at 100%.

2.18 Proposals will be brought to a future meeting of Executive Committee for consideration as part of a package of measures in relation to the Council Tax Reduction Scheme and Council Tax discounts.

3.0 OTHER OPTIONS CONSIDERED

3.1 Due to the way Universal Credit operates the Council needs to consider making some changes to the current Council Tax Reduction Scheme to simplify administration and reduce the volume and frequency of changes to Council Tax bills whilst continuing to protect the most vulnerable residents.

24

4.0 CONSULTATION

4.1 In order to change its Council Tax Reduction Scheme, the Council is required by law to consult with major precepting authorities and anyone else it considers likely to have an interest in the operation of the scheme. The proposed consultation will ask a number of questions to seek views on a new scheme based on income bands, whether we should ask all working age claimants to pay something or if we should remain on the default scheme.

4.2 A banded income scheme would mean that the level of Council Tax reduction awarded would only need to change if income goes above or below the band threshold. This would reduce the number of revised Council Tax bills we need to issue. Making the type of changes proposed in the consultation would simplify administration and deliver a reduction in the overall cost of the Council Tax Reduction Scheme. The level of savings will depend on the type of changes adopted following the consultation.

4.3 The proposed consultation will be available on the Council’s website for a six week period from 16 September 2019 to 25 October 2019 and a paper copy will be made available to anyone who requires one. Visitors to reception will be made aware of the consultation and a flyer will be issued with correspondence to Council Tax and Council Tax reduction customers. The Revenues and Benefits team will contact the major precepting authorities, partner organisations and stakeholders to make them aware of the consultation. We will also make customers aware of the consultation with a link on emails sent to Council Tax and benefits customers.

4.4 Once the results of the consultation have been analysed, a report will be brought to Executive Committee with recommendations on a revised scheme for 2020/21 for consideration in conjunction with changes to Council Tax discounts. Some initial financial modelling has been undertaken on the impact of any changes to the Council Tax Reduction Scheme and Council Tax discounts. Detailed financial information will be brought back to the Executive Committee once the results from consultation have been analysed.

5.0 RELEVANT COUNCIL POLICIES/STRATEGIES

5.1 The Local Council Tax Reduction Scheme.

6.0 RELEVANT GOVERNMENT POLICIES

6.1 The Council is required to adopt a Council Tax Reduction Scheme for working age claimants on an annual basis.

7.0 RESOURCE IMPLICATIONS (Human/Property)

7.1 None directly associated with this report other than officer time.

8.0 SUSTAINABILITY IMPLICATIONS (Social/Community Safety/Cultural/ Economic/ Environment)

8.1 None.

9.0 IMPACT UPON (Value For Money/Equalities/E-Government/Human Rights/Health And Safety)

9.1 To support the preferred option, an equalities impact assessment will be produced.

25

10.0 RELATED DECISIONS AND ANY OTHER RELEVANT FACTS

10.1 None.

Background Papers: None. Contact Officer: Revenues and Benefits Manager Tel: 01684 272119 Email: [email protected] Appendices: 1. Council Tax Reduction Scheme Consultation 2020-21. 2. Council Tax Reduction Scheme 2020/21 – Consultation Questions.

26 Appendix 1 Council Tax Reduction Scheme Consultation 2020-21

Background Council Tax reduction is provided to around 4,370 households in Tewkesbury Borough at an annual cost of just under £4.2m. This includes working and pension age claimants. Approximately 56% of these households are of working age. The cost of the Council Tax Reduction Scheme is met by Tewkesbury Borough Council, Gloucestershire County Council and the Office of the Police & Crime Commissioner for Gloucestershire. The share of the cost is the same as the share of the Council Tax. Prior to April 2013, Council Tax payers on a low income could apply for Council Tax benefit to help pay their Council Tax. Under this national scheme and in accordance with the regulations, Council Tax payers could receive benefit of up to 100% of their Council Tax liability. The Council received full funding from the government for all Council Tax benefit awards made. From April 2013, Councils became responsible for designing their own local Council Tax Reduction Scheme for working age people only. The government also reduced the funding given to Councils to pay for the scheme. Tewkesbury Borough Council introduced its local Council Tax Reduction Scheme in April 2013 which replicated the Council Tax Benefit Scheme. Council Tax reduction for pensioners was not localised and continues to be provided for by a national scheme. Since 2013/14 the funding received from central government to support the local working age scheme has continued to reduce in line with other central funding cuts and is expected to continue to reduce over the coming years. To date, Tewkesbury Borough Council has not amended its local Council Tax Reduction Scheme to reflect this reduced funding and has not increased the contribution that people receiving help must make towards their Council Tax bills. The Council is now considering making changes to the local Council Tax Reduction Scheme with effect from 1 April 2020. The Council wants to hear your views regarding the changes that it could implement. What is Council Tax Reduction? Council Tax reduction is a Council Tax discount and, if awarded, it will reduce a person’s Council Tax payments. Any person who is liable for Council Tax can apply. The level of discount awarded is currently based on the income and capital the claimant and partner have and whether they have dependent children or other grown-ups living in the household (non-dependants). Other factors such as certain expenses to assist with childcare payments, disabilities and whether a person falls into a group considered to need more support is also taken into consideration. All, some, or none of these factors can be taken into consideration when devising a Council Tax Reduction Scheme. Why is a change to the council tax reduction scheme being considered? Each year the Council must decide whether to make changes to the administration of its Council Tax Reduction Scheme for working age claimants in the Borough. This year we are consulting on changes that could be made to the scheme from 1 April 2020. As previously mentioned, the Council, and precepting authorities are facing funding cuts year on year. We also need to modernise and make changes to the current scheme so that it works together with the changes that are being made at a national level with the introduction of

27 Universal Credit. People who have made the transition to Universal Credit have their entitlement recalculated each month taking into account any fluctuations in income. As Universal Credit is income for the purposes of Council Tax reduction, a change must also be made to the person’s Council Tax reduction. This results in changes to Council Tax instalments every month which can make budgeting very difficult for those customers. Tewkesbury Borough became a full Universal Credit area in Winter 2017/Spring 2018. As more people claim Universal Credit or migrate to it the need to revise the Council Tax reduction scheme and simplify its administration including making the application process easier and simpler becomes more important. Who will be affected by any changes?

It is important to note that any proposed changes to the Council Tax Reduction Scheme will not affect pensioners. People of pension age are protected and their Council Tax reduction will continue to be awarded based on the scheme prescribed by central government. The proposed changes will apply from 1 April 2020 to working age people who receive Council Tax reduction or apply in the future for help to have their Council Tax discounted. Are there any alternatives to changing the existing Council Tax Reduction Scheme? The Council could increase the level of Council Tax for every Council Tax payer to increase revenue and continue to fund the existing Council Tax Reduction Scheme. However, there are also limitations to this. The preferred option is to modernise and amend the existing scheme. Options to change the current Council Tax Reduction Scheme There are currently 2,447 working age people in Tewksbury Borough who receive Council Tax reduction. Many are unemployed or unable to work due to illness and receive 100% Council Tax reduction. This means they do not pay any council tax. Other current recipients receive Council Tax reduction based on their income. Any increase or decrease in income influences the amount of Council Tax reduction is awarded and every time a reassessment is carried out a new council tax bill is issued with revised instalments. We are considering changes which will reduce the administrative burden, simplify the claim process, provide customers with vital financial support and reduce the number of in year reassessments carried out. These options form the consultation questions which you are being invited to answer, to help the Council shape its new scheme. Below are some examples of changes to the Council Tax Reduction Scheme which are under consideration. Example 1

Introduce a scheme where all working age claimants pay a % of their Council Tax

The Council currently allows all working age claimants to claim up to 100% reduction towards their Council Tax depending on their income and household circumstances. This option would require all applicants for Council Tax reduction to pay a minimum percentage (for example 5%, 10%, 15% or 20% of the council tax). Reducing this support would mean that some working age claimants would need to make payments when currently they do not have to do so.

The Council is mindful that any minimum payment should be affordable given the household’s circumstances and we remain able to collect the Council Tax due.

28 Example 2

Introduce an income banded scheme

The Council currently carries out a means test and compares the applicant’s income to a range of allowances and premiums set annually by central government. The lower the income level the more Council Tax reduction people receive. However, every change in income results in an adjusted award of council tax reduction which generates a revised Council Tax bill with different instalments to pay.

The introduction of a scheme with income bands would avoid multiple changes to the amount of Council Tax reduction and reduce the number of Council Tax bills issued throughout the year providing the income remained in the same income band. This will be clearer for those Council Tax payers receiving Council Tax reduction as well as Universal Credit.

This is a clear and simple change to the current scheme potentially making administrative savings and helping council tax payers to budget more effectively.

Who are we consulting? The consultation is open to everyone who lives in Tewkesbury Borough and wants to have their views heard. We are keen to hear the views of as many residents as possible. How we will consult? The consultation will run for a period of six weeks commencing on Monday 16 September 2019 and end on Friday 25 October 2019. We encourage people to complete our online survey as this will capture answers to the key questions we are asking. The link is available on the Council’s website www.tewkesbury.gov.uk If you are unable to complete the online survey or would like to contact us in a different way, please either:

 Email your views to [email protected], or  Request a paper copy of the survey, or  Write to us at the address below Revenues and Benefits, Tewkesbury Borough Council, Public Services Centre, Gloucester Road, Tewkesbury GL20 5TT What happens after the consultation period has ended? The information collected from this consultation will be used by the Council to assist in making its decision to the changes, if any, to the Council Tax Reduction Scheme from 1 April 2020. The results from the consultation will be published later this year on our website. Work will take place to design a council tax reduction scheme for 2020/21 which will be considered the Council meeting in December 2019.

29 Appendix 2 Council Tax Reduction Scheme 2020/21 – consultation questions 1. The Council is considering an income banded scheme which would be a flat rate percentage discount awarded based on what income band the person’s total weekly income falls into. Do you agree this is a fair way to help people on a low income?  Strongly agree  Agree  Neutral  Disagree  Strongly disagree 2. Council tax payers can have capital of up to £16,000 and still receive council tax reduction. Do you think that the capital limit should be reduced?  Strongly agree  Agree  Neutral  Disagree  Strongly disagree If you think it should be reduced what do you think the new limit should be?  £3,000  £6,000  Other – please specify 3. Currently a person can receive 100% council tax reduction and do not have to pay any council tax. Do you think people should continue to receive 100% help?  Strongly agree  Agree  Neutral  Disagree  Strongly disagree If you disagree what do you think the maximum amount of help should be?  90%  80%  75%  50%  25%  Other – please specify

30 4. Should the Council provide protection for some groups from any changes made to the council tax reduction scheme from April 2020?

 Strongly agree  Agree  Neutral  Disagree  Strongly disagree If you have answered yes which of the following group(s) do you think should receive protection?  People with responsibility for children  People who pay for child care to enable them to work  People who receive Personal Independence Payments  People who receive Disability Living Allowance for a child or children 5. The current scheme ignores 100% of child benefit income. Should this be ignored for the purposes of calculating a person’s weekly income?  Strongly agree  Agree  Neutral  Disagree  Strongly disagree 6. The current scheme ignores 100% of child maintenance payments received. Should this be ignored for the purposes of calculating a person’s weekly income?  Strongly agree  Agree  Neutral  Disagree  Strongly disagree 7. A non-dependant is a person living as part of the household without direct responsibility for household bills like an elderly relative or a grown-up child. Do you think the non-dependant should contribute to the running of the household which results in the council tax payer receiving less council tax reduction?  Strongly agree  Agree  Neutral  Disagree  Strongly disagree

31

8. Currently a person can have their new council tax reduction claim backdated for a period of 6 months if they provide a good reason. Do you agree that this period should be shortened to 1 calendar month?  Strongly agree  Agree  Neutral  Disagree  Strongly disagree 9. If a single applicant does not qualify for council tax reduction themselves, they can claim Second Adult Rebate. This can be awarded up to 25% of the council tax liability and is based on other people’s income in the household, for example an elderly relative or adult child still living in the applicant’s home. As this is not based on the council tax payer’s ability to pay do you agree this should be discontinued?  Strongly agree  Agree  Neutral  Disagree  Strongly disagree 10. The current council tax reduction scheme allows people to be temporarily absent from their homes (living elsewhere in the world) and still receive help towards their council tax. Do you agree that the period for which a person can be absent from their home should be reduced to 4 weeks for them to still qualify for help?  Strongly agree  Agree  Neutral  Disagree  Strongly disagree About you Are you a resident in the Tewkesbury Borough area?  Yes  No Are you registered for council tax?  Yes  No

Do you currently receive council tax reduction?  Yes  No

32

Thank you for taking the time to respond to our consultation. The results will be used in determining a council tax reduction scheme from April 2020 and will be published on the Council’s website. A proposed council tax reduction scheme for 2020/21 will be considered by full Council later in the year.

33 Agenda Item 9 TEWKESBURY BOROUGH COUNCIL

Report to: Executive Committee

Date of Meeting: 4 September 2019

Subject: Economic Development and Tourism Strategy

Report of: Head of Development Services

Corporate Lead: Deputy Chief Executive

Lead Member: Lead Member for Economic Development/Promotion

Number of Appendices: Two

Executive Summary: In June 2017 the Executive Committee resolved to adopt the Economic Development and Tourism Strategy 2017-2021. This report outlines progress to date on the year two action plan, as well as outlining the actions for 2019/20. The progress and actions were considered at the Overview and Scrutiny Committee on 18 June 2019. At the Committee it was resolved: 1. That the progress made against the delivery of the Economic Development and Tourism Strategy during year two and the actions identified for 2019/20 be NOTED. 2. That it be RECOMMENDED TO THE EXECUTIVE COMMITTEE that authority be delegated to the Deputy Chief Executive and Head of Development Services, in consultation with the Lead Member for Economic Development/Promotion, to make amendments to the strategy.

Recommendation: The Executive Committee is asked to RESOLVE that authority be delegated to the Deputy Chief Executive and the Head of Development Services, in consultation with the Lead Member for Economic Development/Promotion, to make amendments to the Economic Development and Tourism Strategy 2017-2021.

Reasons for Recommendation: To ensure the strategy reflects advances and changes within the economic development field. To inform Members on progress of the Economic Development and Tourism Strategy, provide actions for the coming year and provide opportunities for the committee to scrutinise the action plan. The Economic Development and Tourism Strategy is an essential component of the Council’s delivery, supporting business growth across the borough. The strategy sets the context within which the Borough Council will deliver its Economic Development and Tourism Service, as well as influencing other departments. Economic development is one of the key themes with the Council’s current Council Plan.

34 Resource Implications: Regarding the strategy, there are no resource implications directly resulting from the report, although the strategy will set the priorities and actions for staff involved in the Economic Development and Tourism service.

Legal Implications: No legal implications directly resulting from the report recommendation but consideration will be given to any specific legal implications arising from specific actions/workstreams.

Risk Management Implications: None directly.

Performance Management Follow-up: Annual progress is reported through the Overview and Scrutiny Committee. Performance management is also reported through the quarterly performance tracker.

Environmental Implications: None directly.

1.0 INTRODUCTION/BACKGROUND

1.1 Tewkesbury Borough Council has had a proactive approach to supporting local business growth, which has been a central priority within the Council Plan since 2011.

1.2 In June 2015 the Overview and Scrutiny Committee resolved to establish a Working Group to develop a new Economic Development and Tourism Strategy. A key element for the Working Group was the commissioning and development of an employment land review, economic assessment and business survey. This work was carried out by Bruton Knowles and funded through the Large Sites Infrastructure Fund. This study was fundamental in the development of the strategy and providing key recommendations for the Council to take forward. As a result of the Working Group discussions, and in particular taking account of the Bruton Knowles report findings, a strategy was produced.

1.3 The Strategy provides five key priorities: 1. Employment Land Planning. 2. Transport Infrastructure Improvement. 3. Business Growth Support. 4. Promoting Tewkesbury Borough. 5. Employability, Education and Training

1.4 Under each of these five headings were a number of objectives, which can be found in the strategy. In addition, a number of annual actions have been outlined under each objective.

1.5 The Overview and Scrutiny Committee endorsed the strategy at its meeting in May 2017. Following this, the Executive Committee adopted the strategy in June 2017.

35 2.0 ECONOMIC DEVELOPMENT AND TOURISM STRATEGY ACTION PLAN

2.1 Over the last 12 months a number of key actions from the strategy have been fulfilled. These are outlined within Appendix 1. Of particular note are as follows:  The launch and operation of Tewkesbury Growth Hub and Service.  Launch of Hub Surgery Sessions for businesses with Planning Champion.  Successful bid to establish Countywide Inward Investment Service with local authority partners and GFirst LEP.  The launch of ‘Uncover the Cotswolds’ project to attract more visitors from European markets.  Successful business engagement events, including the launch of the Growth Hub and training events hosted at the Hub.  Successful, ongoing delivery of Small Business Grant Scheme.  LEADER funds allocated to businesses within Tewkesbury Borough.  Future High Streets fund expression of interest submitted.

3.0 ACTION PLAN 2019/20

3.1 In view of the Council’s clear aspirations for economic growth and the positive achievements from 2018/19, the action plan for 2019/20 sets out positive interventions to facilitate and encourage economic growth. Within Appendix 1, a number of actions have been developed for 2019/20. These sit below the priorities identified in the strategy

3.2 . Key priorities include:  Deliver year two Growth Hub support.  Explore Growth Hub extension plans.  Deliver annual business engagement, courses and training.  Deliver countywide Inward Investment service working with key partners.  Establish J9 Business Group to support Masterplan and Garden Town Delivery as part of the wider governance of the Garden Town.  J9 area masterplan progression/Garden Town project development.  Work with partners to deliver the Rail and Air Strategies.  Work with LEADER Programme and partners to identify replacement funding streams.  Deliver ‘Uncover the Cotswolds’ Project - Year 2.  Work with Gfirst LEP to develop and shape Local Industrial Strategy.  Increase the heritage offer of Tewkesbury Battlefield.

4.0 UPDATING THE STRATEGY

4.1 The strategy was originally developed in 2017. Due to the focus on growth and a number of changes in the economic development field, the strategy would benefit from a small number of updates. For example, there have been a number of new initiatives and policies including Garden Towns, the High Street Fund, potential airport growth and the Local Industrial Strategy.

36 4.2 Accordingly the Overview and Scrutiny Committee determined that it would be appropriate to ask the Executive Committee to delegate authority to the Deputy Chief Executive and Head of Development Services, in consultation with the Lead Member for Economic Development/Promotion, to update the current strategy.

4.3 A complete and thorough new version of the Strategy is due to be produced in 2021.

5.0 OTHER OPTIONS CONSIDERED

5.1 None.

6.0 CONSULTATION

6.1 The business community were widely surveyed as part of the economic assessment that informed the strategy.

7.0 RELEVANT COUNCIL POLICIES/STRATEGIES

7.1 Tewkesbury Borough Employment Land and Economic Development Strategy Review. Strategic Economic Plan for Gloucestershire.

8.0 RELEVANT GOVERNMENT POLICIES

8.1 Government Industrial Strategy. EU Structural and Investment Funds Strategy.

9.0 RESOURCE IMPLICATIONS (Human/Property)

9.1 The strategy relates to job creation within the borough, as well as employment land and premises.

10.0 SUSTAINABILITY IMPLICATIONS (Social/Community Safety/Cultural/ Economic/ Environment)

10.1 As outlined within the report and action plan.

11.0 IMPACT UPON (Value For Money/Equalities/E-Government/Human Rights/Health And Safety)

11.1 None directly.

12.0 RELATED DECISIONS AND ANY OTHER RELEVANT FACTS

12.1 Adoption of Economic Development and Tourism Strategy - Executive Committee - 7 June 2017 Economic Development and Tourism Strategy Action Plan 2019/20 - Executive Committee - 18 June 2019.

Background Papers: None. Contact Officer: Community and Economic Development Manager 01684 272094 [email protected] Appendices: Appendix 1 – Action Plan Appendix 2 – Economic Development and Tourism Strategy 2017-2021

37 Appendix 1

Economic Development and Tourism Strategy 2017 – 2021 Annual Delivery Plan Review 2018/2019 Annual Delivery Plan Actions 2019/2020

1. Employment Land Planning

Development Services will support the Council Plan economic development objectives through: a) Practical solutions to facilitate business growth needs on existing and potential commercial sites Actions for 2018/19 Status Progress on 2018/19 actions Actions for 2019/20

1. To progress the Borough 1. Consultation on the Preferred Options 1. Facilitate multi-discipline roundtable meetings

Plan, incorporating ☺ Borough Plan took place during October in the Growth Hub to offer practical solutions to employment land allocations and November 2018. Plan is progressing commercial site growth.

38 and policies to pre-submission stage. 2. Provide business support and funding advice 2. Commence JCS review to 2. JCS review has commenced with an to business expansion clients. include consideration of future Issues and Options consultation which employment land requirements took place during November 2018 to 3. To instigate new co- January 2019. ordinated service approach to 3. Growth Hub opened with planning businesses, incorporating business champion in place, assisting planning business champion, as with relevant surgeries and clients. part of the launch of the 4. Ashchurch Concept Masterplan was Growth Hub published and consulted on as part of 4. The J9 area masterplan is the JCS Issues and Options consultation. progressed.

b) Delivering sufficient employment land to meet the needs of the strategic plan

Actions for 2018/19 Status Progress on 2018/19 actions Actions for 2019/20

1. To progress the 1. Consultation on the Preferred Options 1. To progress the Borough Plan, incorporating

Borough Plan, ☺ Borough Plan took place during October employment land allocations and policies incorporating and November 2018. Plan is progressing 2. Commence JCS review to include consideration employment land to pre-submission stage. of future employment land requirements allocations and 2. JCS review has commenced with an 3. Ensure employment needs are met through policies Issues and Options consultation which the Garden Towns and Ashchurch Masterplan 2. Commence JCS review took place during November 2018 to project. to include January 2019. consideration of 3. Existing and new employment land future employment sites being assessed through Borough land requirements. Plan and JCS. Monitor overall 4. Officer task force in place and position of reviewing current availability and employment land in deliverability of employment land in the the borough through borough. 39 comprehensive sites 5. Ashchurch Concept Masterplan was portfolio. published and consulted on as part of 3. Establish an the JCS Issues and Options consultation. Employment Land Task Group 4. The J9 area masterplan is progressed.

c) Positive application of land use policy in delivery of achievable employment land sites. Actions for 2018/19 Status Progress on 2018/19 actions Actions for 2019/20

1. To progress the 1. Consultation on the Preferred Options 1. Work with Development Management

Borough Plan, ☺ Borough Plan took place during October team to encourage sustainable incorporating and November 2018. Plan is progressing employment growth. employment land to pre-submission stage. 2. Deliver planning surgery sessions for allocations and 2. JCS review has commenced with an businesses through the Growth Hub. policies Issues and Options consultation which 2. Commence JCS review took place during November 2018 to to include January 2019. consideration of 3. Ashchurch Concept Masterplan was future employment published and consulted on as part of land requirements the JCS Issues and Options consultation. 3. The J9 area masterplan is progressed. 40 d) Supporting key business park areas Actions for 2018/19 Status Progress on 2018/19 actions Actions for 2019/20

1. To carry out a 1. Scope of action has changed 1. Support business parks in their growth

feasibility study for a ☺ following Garden Town status, plans. BID in the J9 area. there is new focus to explore 2. Through Garden Town project, initiate 2. Put together an this working alongside the communication strategy with businesses annual business Masterplan. and establish a group. engagement 2. Extensive engagement 3. Deliver annual engagement programme programme, including programme with businesses, with businesses through events and and utilising the including regular training visits. Growth Hub. workshops and events and 3. Support business successful Growth Hub launch. parks in their growth 3. Emerging Borough Plan policies plans. provide flexible approach to employment growth, including assisting businesses and business park owners through

the Growth Hub. 2, Transport Infrastructure Improvement

Improve the three core transport links for the borough, vital to commercial prosperity, by working closely with partner authorities and agencies: a) Road – promote traffic flow improvements to M5 Junctions 9, 10, 11 and 11a, strategic routes A46, A417 and A40, and any associated roads. Actions for 2018/19 Status Progress on 2018/19 actions Actions for 2019/20

1. Continue to work with 1. Work is ongoing, looking at the 1. Work with Highways England and ☺ Homes England and options to deliver a bridge Midlands Connect through Garden other agencies to across the railway to secure Town’s project to secure transport develop a programme delivery of key sites. infrastructure improvements to for delivery of the HIF A46/M5. 2. TBC an active member of A46 project. partnership to influence 2. To take initiative with Highways England 2. Active involvement, Midlands Connect strategy. regarding strategic routes and road influence and foster implementation schemes. 3. Actively working with the LEP 41 partnership working by incorporating projects into with Midlands the revised SEP (Strategic Connect to ensure Economic Plan) and other Tewkesbury seen as a possible funding opportunities. key component to the delivery of the wider 4. Working closely with Highways A46 partnership. England through the Gardens Towns and Ashchurch 3. Explore opportunities Masterplan projects, midlands through the LEP to connect and the A46 maximise the Partnerships to develop a case potential of the M5 for J9 A46 Improvements. A Growth Zone. business case for J10 M5 has 4. To take initiative with been submitted to secure Highways England delivery of the J10 regarding strategic improvements to realise wider routes and road aspirations for growth.

implementation schemes.

b) Air – support Gloucestershire Airport business expansion and highway access improvements Actions for 2018/19 Status Progress on 2018/19 actions Actions for 2019/20

1. To develop an air 1. Developed draft air strategy 1. Deliver air strategy, working with

strategy ☺ priorities, to add as an Gloucestershire Airport and key 2. To progress the appendix to wider ED&T partners. Borough Plan, Strategy 2. To progress the Borough Plan, incorporating the 2. Emerging borough plan incorporating the policy approach to policy approach to includes specific policies to enable further airport growth. enable further airport enable airport growth. 3. Work with Gloucestershire Airport and growth. 3. Engagement event Aviation related businesses to promote 3. Hold a business programmed for 2019, to be apprenticeship and training engagement event in hosted at Gloucestershire opportunities. conjunction with Airport 42 Gloucestershire Airport c) Rail – Support rail service improvements, including Ashchurch for Tewkesbury Station and the Gloucestershire Warwickshire Steam Railway expansion Actions for 2018/19 Status Progress on 2018/19 actions Actions for 2019/20

1. Through Cotswold 1. GWSR promoted heavily 1. Work with SLC Rail and partners to ☺ Tourism, promote the through the TBC and Cotswolds deliver Rail Strategy for improved newly opened GWSR Tourism including social media, infrastructure and services at Ashchurch expansion website and press coverage. for Tewkesbury Railway Station. 2. Work with partners to 2. Commissioned SLC Rail to develop a rail strategy prepare and help deliver a rail 2. Work with partners to develop a for improved rail strategy focussed upon countywide rail strategy. infrastructure and improved services and services at Ashchurch infrastructure at Ashchurch for for Tewkesbury Tewkesbury. Railway Station.

3. Business Growth Support

a) Instigate business support initiatives to promote economic growth. Actions for 2018/19 Status Progress on 2018/19 actions Actions for 2019/20

1. Deliver year two 1. Established a calendar of 1. Deliver year three business engagement

business engagement ☺ events, including social media programme of events and 1:1 meetings. programme of events and business growth 2. Continue to work with key partners to and 1:1 meetings. workshops. One-to-one support support business expansion and 2. Continue to work with meetings with clients held retention opportunities within the key partners to regularly per week. borough and support emerging and key support business 2. Multi agency meetings held growth sectors. expansion and with clients bringing in partners 3. Explore pilot business incentive scheme. retention and wider council services in 4. Deliver county Inward Investment opportunities within Growth Hub to support service engagement programme and the borough and business expansion plans across marketing plan, working with partners. support emerging and the borough. 43 key growth sectors. 3. A report on business incentive 3. A pilot business was presented to Executive. incentive scheme is 4. Following successful bid, developed. Countywide Inward Investment 4. Support and work in service launched with TBC a key partnership on partner. Countywide Inward Investment Service Bid.

b) Promote rural businesses and economic growth in rural areas of the borough Actions for 2018/19 Status Progress on 2018/19 actions Actions for 2019/20

1. Continue to 1. LEADER Grant Programme 1. Work with businesses successful with ☺ promote and successful grants awarded LEADER funding to complete their support the to 18 projects in projects. delivery of the Tewkesbury Borough to 2. Work with partners to identify LEADER Grant value of £495k replacement funding streams for Programme to LEADER. businesses across 2. Programme coming to an 3. Work with Fastershire to promote the borough, to end, future replacement further phase of roll-out and events. promote rural funding schemes being economic growth. reviewed. 2. Work with Fastershire and 3. Fastershire holding a series business of meetings to explain roll community to out of ultra-fast broadband 44 understand where broadband quality needs improving to support business growth.

c) Stimulate business start-ups and enterprise growth rates, incorporating the development of a Growth Hub Actions for 2018/19 Status Progress on 2018/19 actions Actions for 2019/20

1. Delivery of Council’s 1. Grant scheme ongoing - 1. Develop and expand the Growth

Small Business grant ☺ successful allocation of 18 Hub offer in Tewkesbury Borough, scheme and advice. grants. exploring hub extension plans. 2. Launch, open, 2. Tewkesbury Growth Hub 2. Develop business event offer promote and operate successfully launched, through hub and range of support the new Growth Hub promoted and in operation. providers. within the PSC 3. Delivered successful calendar of 3. Continued delivery of small 3. Work with business events and regular event business grant scheme. support providers, providers signed up, including 4. Deliver and extend council business such as SAGE, GEL and business growth and marketing champion programme. GAINs to deliver specialists. annual programme of 4. Continued programme of workshops, training promotion of export events to and seminars within local businesses and Growth 45 the Growth hub and Hub incubator tenants. Civic Suite area. 4. Continued work with Join in China, Business West, Growth Hub and other organisations to promote export opportunities – including events and delegations.

d) Work Jointly with Gloucestershire LEP to seek commercial investment from outside the borough and actively secure available public funding. Actions for 2018/19 Status Progress on 2018/19 actions Actions for 2019/20

1. Continue to identify funding 1. Referrals into GIIF and other funding 1. Work with county inward investment team to

opportunities, in line with the ☺ programmes including, Gloucestershire encourage business investment in the borough. county’s Strategic Economic Economic Growth - Capital Investment 2. Continue to identify funding opportunities, in Plan (SEP), through the Pipeline (CIP) and Innovate UK. line with the county’s revised Strategic Economic Gloucestershire Growth Deal 2. Successful bid and inward investment Plan (SEP) and emerging Local Industrial Strategy. and Gloucestershire programme launched. 3. Work with the LEP in the development and Infrastructure Investment Fund 3. Working group membership and delivery of the Industrial Strategy priorities. (GIIF) submission of local evidence to Local 4. Work with Cotswold Tourism to deliver 2. Work with other districts and industrial strategy. ‘Uncover the Cotswolds’ year 2. the LEP on the second phase of 4. Uncover the Cotswolds project the Inward Investment successfully developed and launched to application offer new experiences to overseas 3. Work with the LEP in the markets. development of Industrial 46 Strategy priorities. 4. Work with Cotswold Tourism to deliver Discover England bid, if successful

e) Encourage investment to improve the provision of visitor accommodation Actions for 2018/19 Status Progress on 2018/19 actions Actions for 2019/20

1. Through the Growth Hub 1. LEADER funding opportunity 1. Actively promote opportunities for improving

offer a seminar on improving ☺ promoted through hub and supported and raising standards for visitor accommodation visitor accommodation for visitor accommodation improvements. within the borough. tourism businesses, 2. Discover England engagement events, 2. Support tourism businesses with growth plans incorporating funding promoting tourism events and through the Growth Hub. opportunities. attractions. 2. Continue to build upon 3. Supported tourism businesses relationships with tourism through the Growth Hub, including providers/businesses in the Elmwicke Campsite and Hillview Lakes. area. 3. Growth Hub will provide support and expertise for tourism businesses f) Drive retail centre growth through regeneration projects 47 Actions for 2018/19 Status Progress on 2018/19 actions Actions for 2019/20

1. Adopt Tewkesbury 1. Tewkesbury Regeneration SPD 1. If High Street Fund Expression of

Masterplan as a Supplementary ☺ adopted. Brochure and website Interest successful, develop bid for Planning Document. continue to be promoted. funding. Development of investment 2. Draft shopfront guide in 2. Bid for other emerging high street brochure/marketing material. progress. funding and support opportunities. 2. Launch and promote shop 3. In consultation with ‘slow cities’ 3. Participate in the parking strategy front guide to discuss potential for review. 3. Investigate with business Tewkesbury 4. Develop Spring Gardens options for community the potential for 4. Social media campaign to consultation. ‘slow cities’ movement promote retail, continued social 5. Launch Shop Front Guide. 4. Year 2 support for WDYT media promotion across the 6. Deliver final JCS Retail Study Campaign three retail centres, including events promotion. 5. Future High Streets fund expression of interest submitted.

3. Promoting Tewkesbury Borough

a) Promote Tewkesbury Borough and the ‘M5 Growth Corridor’ as the uniquely connected business location. Actions for 2018/19 Status Progress on 2018/19 actions Actions for 2019/20

1. Develop an investor contact 1. Developed key investor database 1. Deliver Inward Investment promotion for ☺ database with new inward investment project. Borough, linking with County Team.

2. Delivery of inward 2. Countywide inward investment team 2. Promote investor database to encourage investment support and in place and working out of the Hub on a investment in the borough. information service, linking regular basis to help promote the 3. Through Garden Town’s work, develop with Growth Hub services and borough. programme of promotion and engagement. countywide inward investment 3. Database commenced. bid.

3. Database of investment and

48 job creation in the Borough produced

b) Promote Tewkesbury Borough to visitors, working with Cotswold Tourism and other partners, including neighbouring tourism destinations. Actions for 2018/19 Status Progress on 2018/19 actions Actions for 2019/20

1. Ensure that Tewkesbury 1. Council a key member within 1. Deliver Year 2 of the ‘Uncover the

Borough has an active role in ☺ Cotswolds Tourism and delivering Cotswolds’ project. delivering the annual elements of the marketing plan on 2. Develop proposals for digital and tech marketing plan for Cotswold behalf of other partners e.g. Tstats, offer for visitors. Tourism social media and FAM trips for press and 3. Develop plans for increased heritage 2. Investigate opportunities for overseas travel trade experts. offer in Tewkesbury. further partnership working 2. Working closely in partnership with with the Forest and Severn Forest and Severn Vale through Discover Vale, as well as Worcestershire England funding, a new LEP visitor and 3. Deliver Year Two of the tourism economy group initiated. Winchcombe Tourism 3. Winchcombe Tourism Marketing Plan Marketing Plan in progress, including new Winchcombe 4. Further investigate potential visitor leaflet, social media blogging day

for Battlefield interpretation and ‘huddle’ event with businesses. 4. Regular meetings with Battlefield society in progress and establishing scope of project.

Employability Education and training a) Promote initiatives to improve education and training relevant to local employment Actions for 2018/19 Status Progress on 2018/19 actions Actions for 2019/20

1. Through the Growth Hub, 1. A range of courses delivered 1. Deliver skills and training courses through the ☺ deliver skills initiatives and throughout the year, including sales, Growth Hub, including back to work courses with courses for the business website development and marketing. JCP. community. Employability workshops delivered in 2. Build links between education providers and partnership with Job Centre Plus (JCP) 2. Work with Gloucestershire business community working with schools. Economic Intelligence Working 2. Worked with Gloucestershire

49 Group, developing and co- Economic Intelligence Working Group to ordinating workforce and skills create a set of skills data. It is now data and survey results. available.

b) Facilitate links between local schools/colleges/universities and local businesses Actions for 2018/19 Status Progress on 2018/19 actions Actions for 2019/20

1. Utilise the Growth Hub as a 1. In the progress of setting up 1. Host school / business liaison ☺ focus point to bring education business school liaison group event(s) through the Growth Hub and business community and number of officers involved 2. Work with GFirst to meet together and create closer in mentoring programme at Headteachers and business leaders links. schools. Work through hub to to understand the skill needs of the link businesses with schools. 2. Work with apprenticeship business community. providers, including Glos 2. Promoted apprenticeships 3. Promote apprenticeship College, SWAC and the GOAL through the Growth Hub. opportunities and events through (Growing Opportunities for Partners have provided one-to- Hub, with sector focus where Apprenticeships Locally) one sessions with clients at the appropriate. project to promote Hub. opportunities through drop in

50 sessions/ events, utilising the Growth Hub.

Appendix 2 Economic development and tourism Strategy

2017-2021

April 2017 51 Economic development and tourism strategy

Tewkesbury Borough Council’s future focus for economic development and tourism will be on:

1 Employment land planning.

2 Transport infrastructure improvement.

3 Business growth support.

4 Promoting Tewkesbury Borough. The Borough Council intends 5 Employability, education and training. to work closely with the business community and its partners... to deliver and monitor this work.

52 Economic development and tourism strategy

Introduction Background to the strategy The purpose of this strategy is to set the priorities within which the Borough Council will deliver and support The current Economic Development and economic development and tourism over Tourism Strategy ‘Regenerating and the next four years. This is based on Growing the Economy,’ has come to the research, consultation and identified need end of its life and in order to reflect the from within the local business community changing nature of the local economy and and partner organisations. the impact on businesses, the council has developed a new strategy. The strategy outlines how the council will help promote a strong and diverse local A clear focus on economic growth has economy, support business growth, inform emerged through the government’s spatial planning strategy, support National Growth Policy and regeneration, encourage inward Gloucestershire’s Strategic Economic Plan investment and maximise visitor numbers (SEP). The borough has also been to the area. identified as a key area for growth in the county, in terms of both housing, It sets out the Borough Council’s employment and associated facilities and objectives and priorities and a series of it’s important the new Strategy supports actions to be delivered through an annual this within its priorities. delivery plan. The delivery plan for year one is included within this document. Significant government funding has been secured through the Gloucestershire This strategy is built on a robust Growth Deal, providing key opportunities understanding of the local economy, the for the borough, including: the M5 growth The strategy different sectors, relevant policies and key zone, a growth hub and the support of economic drivers of growth. It also key growth sectors. The EU Structural and outlines how the considers the various powers and Investment Funds Strategy (EUSIF) also council will help resources available to the council to delivers further funding. The new strategy will reflect and position the borough for promote a support a vibrant local economy. We also recognise the pivotol role of highway these opportunities. strong and infrastructure improvements to deliver our growth aspirations. The council has a relatively small and diverse local dedicated economic development and economy. The Borough Council intends to work tourism resource but has maximised this closely with the business community and capacity by working creatively and in its partners, including the Local Economic partnership to ‘punch above its weight’. Partnership (LEP), to deliver and monitor Delivery of a new strategy must consider this work. future partnership development and include input from local organisations, including: GFirst Local Enterprise Partnership, the County’s Economic Development Unit and Cotswold Tourism.

To support and provide an evidence base for the new strategy, an employment land review and economic development study was commissioned by the borough. This was undertaken by Bruton Knowles and AMION Consulting and has helped inform priorities within the strategy. A copy of the report can be found at www.tewkesbury.gov.uk/planning-policy- evidence-base

1 53 Economic development and tourism strategy

the south. There is a diverse range of new Economic context and renovated industrial and commercial and key business premises, which serves the needs of the many employment sectors present. The sectors business parks are home to a wide range of businesses from multinationals to Small The Borough of Tewkesbury is the and Medium sized enterprises (SMES). northern gateway into the south west region. It offers a high quality The council supports the ambitions of environment, including parts of the Severn Gloucestershire LEP to deliver new jobs Vale and Cotswolds area of Outstanding into the area by 2031, attract substantial Natural Beauty and stretches south to the private sector investment, and create a outskirts of Gloucester and Cheltenham. well-motivated workforce with the skills The main population concentrations lie to meet business needs and to build the within the market towns of Tewkesbury foundations for a long term, sustainable, and Winchcombe, and the centres of economy. Bishop’s Cleeve, Brockworth and Churchdown. In terms of achieving the economic prospects indicated by the employment The area boasts an excellent location at forecasts, and maximising benefits from the heart of the motorway network, with growth opportunities within Tewkesbury the M5 passing north to south through Borough, there is a need to focus not only the borough and the M50 joining the M5 on ensuring the provision of an adequate just to the north of Tewkesbury. supply of land but also that business needs Tewkesbury is ideally situated half-way are met in terms of suitable and between Bristol and Birmingham. The appropriate accommodation and business A417 and A419 link the M5 to the M4 at support, including addressing skills needs Swindon. This prime location with no less within the workforce. than five motorway junctions within its boundary, places it at the centre of the M5 growth zone.

Air travel for business is facilitated This prime through Gloucestershire Airport, which is based within the borough. Rail links are location with no also provided at Ashchurch for less than five Tewkesbury station. motorway The borough boasts a number of key junctions within employment areas and rural business its boundary, centres, which are very popular locations for business. The emerging Joint Core places it at the Strategy (JCS) also allocates new centre of the M5 employment land at a number of strategic growth zone. locations. Demand for employment sites and premises has always been strong due to proximity with surrounding economic centres like Cheltenham, Gloucester and Worcester and its key strategic location with junctions 9, 10, 11 and 11a of the M5 running through the borough. The key sites, although, distributed throughout the borough are mainly positioned adjacent to Tewkesbury and Ashchurch in the north and near Cheltenham and Gloucester to

2 54 Economic development and tourism strategy

Opportunities for training and re-skilling year. Other key attractions in the borough are vital to ensuring that the borough has are Sudeley Castle, Gloucestershire the right skills to meet demand and Warwickshire Steam Railway, Snowshill minimise unemployment. It is also Manor, Nature in Art, the Jet Age Museum important that skills development within and Flyup417, a new series of downhill young people is in line with employer cycling tracks. needs. Businesses have indicated a desire to work more closely with HE The Borough Council currently manages establishments, schools and the local two tourist information centres in organisations in order to achieve this. Tewkesbury and Winchcombe. Tewkesbury is fully financed and managed by the The borough is an established investment Borough Council but Winchcombe is location and boasts a diverse economy in currently funded by Winchcombe Town a broad range of sectors. These include Council. advanced manufacturing and engineering, construction, transport, IT and other technology, banking, finance and insurance, land-based industries, business services, creative industries and retail. Major companies include Cotteswold Dairy, Endsleigh (Zurich), G4S Technology, GE Aviation, L-3 TRL Technology, Moog and Trelleborg Sealing Solutions.

Despite this broad base the borough the borough remains an established centre for high remains an quality manufacturing and is home to some world class high tech aero established engineering firms. This is a significant centre for high sector of employment and remains important to the local economy. It also quality includes key sub sectors which should be manufacturing encouraged through future policy and is home to development. Growth sectors in the borough, as in the county as a whole, are some world the knowledge economy and cyber, these class high tech should be nurtured and developed. The agricultural sector also remains aero engineering important, particularly for the rural firms. economy.

Tourism is an important industry for Tewkesbury Borough. It is one of five local districts that have formed a partnership as Cotswolds Tourism (Destination Management Organisation) which is the sixth most popular destination within England. Cotswolds Tourism is led by a small team of staff along with supporting work by the local authority tourism officers.

Tewkesbury Borough has some key tourist attractions for Gloucestershire including the second most visited attraction of Tewkesbury Abbey – attracting around 250,000 visitors per

3 55 Economic development and tourism strategy

(41%) and national (49%) levels. The Economic activity borough also has a strong business survival rate with 94.9% of new Tewkesbury Borough has traditionally businesses surviving the first year been strong in economic terms, playing a compared with 90.8% nationally and significant role within the region. This is 45.8% in the fifth year compared with demonstrated by its large workforce and 41.7% nationally. high levels of economic activity, which are higher than both the county and national In total, 25,211 people commute into average. Tewkesbury Borough from other districts on average each day while 20,566 people The economy of Tewkesbury Borough commute from Tewkesbury Borough to supported 43,300 jobs in 2015 and a other areas – resulting in a net average strong employment rate of 84.5%, inflow of 4,645 commuters. compared with the South West (77.4%) and nationally (73.5%). The unemployment Based on AMION’s Economic Growth and rate remains low at 1% (ONS 2017). This Competitiveness Index (EGCI), is below county (1.1%), regional (1.3%) Tewkesbury Borough performs strongly in and national (1.9%) levels. terms of quality of life, economic output, enterprise, and employment in high- In terms of employee jobs by industry, the technology sectors relative to the average manufacturing sector represents a of all local authority districts in England. significant 23% of overall employment in Whilst the overall analysis indicates that Tewkesbury Borough, with the health the economic performance of Tewkesbury sector (11%) business administration and is relatively strong, there are areas which support (7.3%), and professional, scientific, have the potential to impact upon future and technical sector (7%) also strongly growth prospects. In particular, this relates represented. to working age population (suggestive of an ageing demographic) and indicators of Tewkesbury Borough has a high job knowledge and innovation (both density, with close to one job for every employment in knowledge intensive resident. This provides a useful indicator services and residents working within of the demand for labour and at 0.96 jobs managerial or professional occupations). per person this is higher than the South In addition, issues such as the relatively Tewkesbury West (0.86) and nationally (0.82). low rate of self-employment may also Borough has a warrant further consideration. In terms of productivity the area high job density, performs well, with the value of the goods There is an annual tourism related spend with close to and services produced (GVA) in of 125 million to the borough economy. one job for Tewkesbury Borough in 2014 was £2.23 The borough has around 304,000 trips by billion. (Source: ONS). Total GVA for staying visitors and 830,000 staying visitor every resident. Tewkesbury Borough is estimated to have nights. There are 1.8 million day visits to increased by 21.7% from £1.84 billion the area per year. Over 2,000 jobs within over the period 2009 – 2014, exceeding the borough are related to tourism average growth across Gloucestershire, spending which means that around 5% of the South West and England. the employment is supported by tourism. Tourism businesses are largely made up of Tewkesbury Borough has a strong SME’s. business base with 3,915 enterprises in 2015 made up of 3,445 micro-businesses, 380 small businesses, 70 medium-sized businesses, and 20 large businesses. This is consistent with the regional and national profile. In 2014, there were 445 new businesses registered in Tewkesbury Borough, 51% higher than the number registered in 2009 and above regional

4 56 Economic development and tourism strategy

The Council Plan The purpose

objectives: As the district council and local planning authority, Tewkesbury Borough Council Tewkesbury Borough Council is proud of aims to: its proactive approach to supporting local business development and economic vitality, which is a central priority within • Provide practical support for the Council Plan. businesses in the borough. • Promote the area, to attract Economic development is one of four key investment and visitors. priorities for Tewkesbury Borough • Deliver effective strategic planning to Council, as committed to in the Council facilitate economic prosperity. Plan 2016 – 20. • Take the lead in influencing partner public sector organisations, and act as The Council Plan defines the economic key co-ordinator, to facilitate development objectives as: economic growth. • Be proactive in seeking external funding for the area. Tewkesbury • Be the primary growth engine of Gloucestershire’s economy. Borough • Identify and deliver employment land Tewkesbury Borough Council, in Council, in within the borough, in accordance partnership with Bruton Knowles and partnership with with the Joint Core Strategy (JCS) Amion Consulting, has researched the and the Tewkesbury Borough Plan. local economy in depth, and consulted Bruton Knowles • Maximise the growth potential of the extensively with businesses, to determine and Amion M5 junctions within the borough. how best to focus its resources and • Deliver regeneration for Tewkesbury activities, to deliver against its objectives. Consulting has town. researched the From this, it has identified a set of key local economy in strategic activities, to prioritise and direct This Strategy provides the primary focus the work of the authority. depth, and and direction for the work and activities consulted of Tewkesbury Borough Council, in order to achieve these objectives. extensively with • Employment land planning. businesses. It replaces the Economic Development • Transport infrastructure and Tourism Strategy 2012-15. improvement. • Business growth support. • Promoting Tewkesbury Borough. • Employability education and training.

This is not considered an exclusive list, rather a set of priorities derived from existing needs, which may well evolve and change with time, and it does not preclude other activities, which may in future be deemed to be effective in delivering the objectives.

5 57 Economic development and tourism strategy

e) Encourage investment to improve the Strategy 2017-2021 provision of visitor accommodation. f) Drive retail centre growth through Tewkesbury Borough Council will focus regeneration projects. on the following strategic priorities:

1. Employment land planning 4. Promoting Tewkesbury Development Services will support the Borough Council Plan economic development objectives through: a) Promote Tewkesbury Borough and the ‘M5 growth corridor’ as the uniquely a) Practical solutions to facilitate business connected business location. growth needs on existing and potential b) Promote Tewkesbury Borough to commercial sites. visitors, working with Cotswold b) Delivering sufficient employment land Tourism and other partners, including to meet the needs of the strategic neighbouring tourism destinations. plan. c) Positive application of land use policy in delivery of achievable employment land sites. 5. Employability education and d) Supporting key business park areas. training

a) Promote initiatives to improve education and training relevant to local 2. Transport infrastructure employment. improvement b) Facilitate links between local schools/colleges/universities and local a) Road – promote traffic flow businesses. Although the improvements to M5 Junctions 9, 10, strategy will be 11 and 11a, strategic routes A46, A417 and A40, and any associated roads. delivered over a b) Air – support Gloucestershire Airport four year period, business expansion and highway access a delivery plan improvements. c) Rail – Support rail service will be adopted improvements, including Ashchurch for on an annual Tewkesbury Station and the Gloucestershire Warwickshire Steam basis. Railway expansion.

3. Business growth support

a) Instigate business support initiatives to promote economic growth. b) Promote rural businesses and economic growth in rural areas of the borough. c) Stimulate business start-ups and enterprise growth rates, incorporating the development of a growth hub. d) Work Jointly with Gloucestershire LEP to seek commercial investment from outside the borough and actively secure available public funding.

6 58 Agenda Item 10 TEWKESBURY BOROUGH COUNCIL

Report to: Executive Committee

Date of Meeting: 4 September 2019

Subject: Waiver to Contract Procedure Rules

Report of: Head of Community Services

Corporate Lead: Chief Executive

Lead Member: Lead Member for Clean and Green Environment

Number of Appendices: None

Executive Summary: On 4 December 2018, Council agreed to the purchase of a 12 tonne narrow access refuse and recycling collection vehicle following the sale of the a vehicle, that was found to be unsuitable for the nature of the narrow access rounds, to Stroud District Council. Ubico trialled a 12 tonne narrow access vehicle and the trial was successful. Generally these vehicles are built to order which takes approximately 45 weeks, however Dennis Eagle currently has a vehicle of exactly the required specification available and can be delivered in approximately 17 weeks. The Chief Executive, in consultation with the Leader of the Council, has the authority to diverge from the Council’s procurement guidelines if there is a justifiable urgent need. Normally, as the purchase of this vehicle exceeds £50,000 it should be tendered via a competitive procurement exercise. However, as this vehicle is available now, a contract waiver is deemed appropriate to secure the vehicle and reduce delivery time and reduce hire costs significantly.

Recommendation: The Committee NOTES a contract waiver in respect of the purchase on a 12 tonne narrow access vehicle.

Reasons for Recommendation: In line with the Council’s Contract Procedure Rules an urgent waiver agreed by the Head of Paid Service, in consultation with the Leader of the Council, must be reported to the Executive Committee.

Resource Implications: None arising directly as a result of this report.

59

Legal Implications: This report is to ensure compliance with the Council’s Contract Rules. Contract Rule 6.2.1 provides that if an urgent waiver is required, ‘and a meeting of the the Executive Committee cannot be called, the Head of Paid Service, in consultation with the Leader of the Authority’, may take a decision to waiver the Contract Rules but the action taken in this way must be reported to the next ordinary meeting of the Executive Committee. An apprporate contract will be entered into with the supplier.

Risk Management Implications: None arising directly as a result of this report.

Performance Management Follow-up: None arising directly as a result of this report.

Environmental Implications: None arising directly as a result of this report.

1.0 INTRODUCTION/BACKGROUND

1.1 On 4 December 2018, Council agreed to the purchase of a 12 tonne narrow access refuse and recycling collection vehicle.

1.2 Since the decision, Council Officers and fleet teams at Ubico have carried out the initial stages of a procurement exercise to identify a suitable replacement. This has included

meeting with leading vehicle manufacturers and trialling different vehicles to identify suitable attributes to include into a specification to purchase a vehicle which will be able to carry out the collections from the narrow access and hard to reach properties in line with safe working practices.

1.3 Currently the Council is hiring a vehicle to undertake these rounds costing approximately £700 per week.

1.4 From the date of ordering a new vehicle built to the Council’s specification it would normally take approximately 45 weeks to build and deliver. However, Dennis Eagle has a vehicle which meets the Council’s specification and will be available within 17 weeks of ordering. Placing the order directly with Denis Eagle will significantly reduce the waiting time for the vehicle and therefore the associated hire costs.

2.0 OPTIONS CONSIDERED

2.1 Carrying out a full tender process for the purchase of this vehicle was considered but this would result in additional hire costs of approximately £23,800.

2.2 Therefore purchasing this vehicle directly with Denis Eagle, as the vehicle is available, is the preferred option.

60

3.0 CONSULTATION

3.1 Consultation was undertaken with the Leader of the Council and the Chief Executive who both agreed that a contract waiver was the preferred option in this case and were satisfied to agree the waiver. This report is therefore for information only.

4.0 RELEVANT COUNCIL POLICIES/STRATEGIES

4.1 Tewkesbury Borough Council Contract Rules February 2019.

5.0 RELEVANT GOVERNMENT POLICIES

5.1 None.

6.0 RESOURCE IMPLICATIONS (Human/Property)

6.1 As set out in the body of the report.

7.0 SUSTAINABILITY IMPLICATIONS (Social/Community Safety/Cultural/ Economic/ Environment)

7.1 None arising directly from this report.

8.0 IMPACT UPON (Value For Money/Equalities/E-Government/Human Rights/Health And Safety)

8.1 None arising directly from this report.

9.0 RELATED DECISIONS AND ANY OTHER RELEVANT FACTS

9.1 None arising directly from this report.

Background Papers: None.

Contact Officer: Head of Community Services Tel: 01684 272259 Email: [email protected]

Appendices: None.

61 Agenda Item 11 TEWKESBURY BOROUGH COUNCIL

Report to: Executive Committee

Date of Meeting: 4 September 2019

Subject: Tewkesbury Garden Town Programme

Report of: Programme Director

Corporate Lead: Chief Executive

Lead Member: Lead Member for Built Environment

Number of Appendices: Two

Executive Summary: The purpose of this report is to update the Committee on the status of the Tewkesbury Garden Town programme and provide information about the recent success of the West Cheltenham Garden Village bid, made jointly with Cheltenham Borough Council. Tewkesbury Garden Town In April 2019, the government - via the Ministry of Housing, Communities and Local Government (MHCLG) - awarded the Garden Community status (Town) to Tewkesbury Borough Council, based upon the development in the Ashchurch area of 10,195 homes and approximately 100 hectares of employment land. A report was taken to Council in May 2019 and it was resolved at that meeting that programme updates would be reported to the Executive Committee. The programme has progressed via a number of workstreams. This report gives updates on progress including resourcing, communications, discussions with Homes England and the related Housing Infrastructure Funding (HIF) for a new bridge at Ashchurch. The report also proposes that the current Junction 9 Area Member Reference Panel, as approved on 15 October 2014, is disbanded and that a new Tewkesbury Garden Town Member Reference Panel be established in its place. The successful Garden Town bid was categorised by Homes England as a transformational project in that the development is not simply a new town but provides the opportunity to ‘transform’ the existing town of Tewkesbury. It is recommended therefore that a new Member Reference Panel is created to reflect the future programme and this wider area. West Cheltenham Garden Village Members will be aware, in partnership with Cheltenham Borough Council, a bid was also submitted to the Garden Community Scheme for the West Cheltenham Joint Core Strategy strategic allocation and associated safeguarded land. In July, the Councils were informed of the success of this bid. The award came with joint capacity funding to the value of £150,000. The report makes proposals for delegation of authority to Lead Officers for the efficient development of the Garden Village programme.

62 Recommendation: That the Executive Committee: 1. NOTES the progress made to date on the Tewkesbury Garden Town programme. 2. DISBANDS the Junction 9 Area Member Reference Panel. 3. APPROVES the creation of a new Tewkesbury Garden Town Member Reference Panel together with the draft Terms of Reference included at Appendix 2. 4. NOTES the progress to date on the West Cheltenham (Cyber Central) programme including the award of Garden Village status. 5. Delegates authority to the Chief Executive, in consultation with the Lead Members for Built Environment and Finance and Asset Management and the Head of Finance and Asset Management, to agree and enter into appropriate arrangements and other partnership documentation to progress the West Cheltenham Garden Village programme on terms approved by the Borough Solicitor.

Reasons for Recommendation: To update the Executive Committee on the programme progress to date and make new arrangements for the efficient progression of the two garden communities programmes.

Resource Implications: There are no specific resource requirements outlined within this report. There is a risk related to commitments made using the Ministry of Housing, Communities and Local Government Garden Communities funding of £750,000. To ensure the success of the programme, the new staffing resources referenced in this report are recruited on permanent contracts and therefore the funding that has been received to date will cover these resources for an initial period of approximately two years only. Presently it is not known whether there will be further funding to support staffing resources in future years. Discussions are ongoing with Ministry of Housing, Communities and Local Government in respect of further funding support; however, in the event that this is not forthcoming at any time, alternative sources of funding, including the Council’s own resources, will need to be considered. Clearly, without funding delivery of the programme could be put in jeopardy. In addition to funding from Ministry of Housing, Communities and Local Government, options for funding in future years will be investigated as part of this project. Also, within the Ashchurch bridge project, funds are being spent in advance of the agreement with Homes England being signed. Once the agreement is signed the Council will receive £466,000 to cover these costs. The Executive report dated 6 March 2019, allocated the Borough Growth Reserve of £417,900 from which this initial expenditure will be funded.

Legal Implications: There are no legal implications directly arising from this report.

Risk Management Implications: In terms of the termination and creation of the Member Reference Panel, there are no risks of note. The wider programme, however, has various risks and these are further detailed under each of the specific workstreams. Risks will be monitored closely as part of programme management arrangements.

63 Performance Management Follow-up: Performance will be managed by the aforementioned Member Reference Panel as well as Tewkesbury Borough Council’s Programme Management Board.

Environmental Implications: The termination and creation of the Member Reference Panel has no environmental implications. However, the overall development programme for housing and employment will assess and seek to secure high quality developments which take full account of environmental impact and mitigate any environmental implications as part of the master planning and planning application processes.

1.0 INTRODUCTION/BACKGROUND

1.1 The government through the Ministry of Housing, Communities and Local Government, opened up the Garden Community Scheme to a further round of bidding in 2018. As part of the Council’s spatial planning work under the JCS, a concept masterplan had been generated to review development opportunities in the Ashchurch area and so a bid for Garden Town Status was submitted based upon this concept plan.

1.2 The bid was successful, and, in April 2019, the Council was awarded the Garden Town status for a scheme delivering 10,195 homes and approximately 100 hectares of

employment land in the Ashchurch area. Importantly, the Garden Town approach, approved as part of the bid, is that the programme will not just concern the area of new development, but will be of a positive ‘transformational’ nature to the existing town and its communities. The briefing note at Appendix 1, Tewkesbury Garden Town – dated June 2019 - gives a summary of the bid.

1.3 Since the award in April 2019, work has focussed on key work streams. These include:  the Ashchurch rail bridge project;  resource recruitment;  liaison with Homes England to define and agree the programme workstreams;  land assembly discussions;  governance;  communications strategy;  proposals to undertake master planning; and  major strategic transport infrastructure - the off-line A46 and the rail strategy.

1.4 This report updates the Executive Committee on programme status for each of the key workstreams and then sets out a proposal for the first level of the governance structure, the Tewkesbury Garden Town Reference Panel.

64 2.0 Tewkesbury Garden Town - Programme Status Updates

2.1 Ashchurch Rail Bridge Project: This project is progressing on two fronts, the first being the grant funding contractual arrangements with Homes England and the second the design process including the necessary approvals with Network Rail. Conditions for the award are now being finalised and the next step is to move to grant funding contract completion in the next few weeks. Once the contract has been signed and certain information secured from the site owners stage 1 will proceed to seek an initial drawdown of £466,000, which has been requested to support the design and planning approval process of the bridge. This work is being coordinated with the support of Gloucestershire County Council and their consultants Atkins. Work being undertaken by Atkins includes, defining the location of the bridge, work with Network Rail in respect of necessary approvals, and submission of the associated planning application. As part of the planning approval process, the detailed transport assessment of the impact of the bridge/car journey flows will be completed and subsequently assessed and ultimately approved by the two highways authorities: Highways England and Gloucestershire County Council - the latter element of the work has not yet commenced.

2.2 Liaison with Homes England: The Senior Planning Manager at Homes England (HE) has been nominated as the Homes England project lead. The Garden Town Officer Working Group, led by the Chief Executive, has recently completed a Project Delivery Plan (PDP) which defines the main workstreams and key actions associated with the Tewkesbury Garden Town programme. This document is required by the Ministry of Housing, Communities and Local Government and its approval is a key part of the programme performance monitoring system. Future Garden Town funding is likely to be based on performance and thus successful approval of the PDP funding is a key milestone. The Tewkesbury Team is the first of the six new Garden Towns announced in April to complete this task.

2.3 Land Assembly: A key part of the discussions with Homes England to date have been the opportunity to review land assembly within the Garden Town and these discussions are ongoing. As this matter progresses, further reports will be brought to the Executive Committee and/or Council as required.

2.4 Staff Resources: Recruitment of the Garden Town Officer Team has now commenced using the capacity funding. The post of Garden Town Programme Director has been established and an

appointment made. The new postholder takes up the role on 1 September 2019. The Garden Town Team staffing structure includes a further three posts reporting to the Programme Director. These include a Project Manager, Community Engagement Officer and a Garden Town Officer. Recruitment to the remaining posts will commence without delay. In addition to the in-house team, the support of a specialist consultant has been secured to act as strategic advisor to the project. The cost of all posts is being met from the capacity funding.

65 2.5 Governance: Effective governance structures will be required to coordinate and lead the Garden Town programme. These structures will set out how stakeholders will be engaged in the programme, including communities, businesses, developers and agencies. Further reports will be forwarded in respect of governance proposals once these have been considered further. Proposals in respect of Member engagement in the governance arrangements are set out in section 3 of this report.

2.6 Communications: This workstream is crucial to ensure all stakeholders are aware of the overall aims of the programme, what is happening to deliver it and how they can be involved. To date a range of events have been held to raise awareness of the Garden Town Programme for Parish Councils and businesses and Officers have also attended a Ministry of Housing, Communities and Local Government launch event to brief Homes England and the Ministry of Housing, Communities and Local Government on progress made to date. Future work will include the development of a communications plan which can be monitored by Members and Officers. As part of the developing communications plan a ‘prospectus’ will be developed with supporting literature, exhibition materials and website/social media outlets. This will take some time to complete and so an initial website has been developed by the in-house team to provide immediate information about the Tewkesbury Garden Town programme.

2.7 Masterplanning: In 2017 Build Design Partners (BDP) were commissioned to support the Council in developing a concept masterplan for development in the Ashchurch area. The concept masterplan was completed and published as part of the Joint Core Strategy Issues and Options consultation in November 2018. Further work has been undertaken by Build Design Partners to take the concept masterplan to a more detailed stage and this will be forwarded to Members on completion for consideration. Further detailed masterplanning work is required to go beyond the Build Design Partners work and set out the nature of the Garden Town development as a masterplan document, as opposed to a concept document. This will need to involve local communities and Parish and Town Councils as well as businesses and other stakeholders. It is an important and extensive piece of work and will need Member involvement in the commissioning process.

2.8 J9/A46 Off-Line Improvements: Officers have developed a close partnership with Gloucestershire County Council colleagues in respect of infrastructure projects associated with the Garden Town programme. A major element of this is work to review options for an off-line solution for the A46 and a new M5 junction. Officers and Members have maintained membership of the A46 Partnership, the local authority pressure group to secure improvements to the A46 cross country route. Work has also been undertaken with the Midlands Sub-National Transport Body, Midlands Connect, to promote the importance of route improvements at Ashchurch. Furthermore, it has been agreed with County Council colleagues that a bid should be made to the Department of Transport (DfT) Large Local Major Road Fund, via the Western Gateway Sub-National Transport Body, for the necessary road improvements at Ashchurch. Western Gateway has given the project high priority following submissions from the County Council.

66 The County Council has agreed to undertake extensive route planning work required to make the bid and it is expected that a Strategic Outline Business Case for the road improvements will be submitted to Western Gateway in December 2019.

2.9 Rail Strategy: To date work has been commissioned with specialist consultants SLC Rail to define the strategy for the station and rail services at Ashchurch. This recommended a number of steps, the first being lobbying with Department of Transport and the relevant franchisees to increase the number of stops at Ashchurch. This work is ongoing with a schedule of 2021 for the franchises to be issued. If successful, further steps would then include a proposed name change for the station, further parking capacity and improved facilities, for example secure cycle storage. In addition, Officers have supported, and are engaged in a recent commission for a Gloucestershire Rail Strategy which is being commissioned by the County Council.

3.0 Member Reference Panel – Creation of a Tewkesbury Garden Town Member Reference Panel.

3.1 In October 2014, the Executive Committee established the Junction 9 Area Member Reference Panel to work with Officers to support the development options for the Ashchurch area.

3.2 The Panel has functioned successfully and has steered the existing programme for development in this area, overseen the Housing Infrastructure Fund (HIF) award for £8.1 million to construct a bridge over the railway at Ashchurch to support development in this area and then the application and subsequent award of the Garden Town status for this wider development – two major successes for the Panel and the Council.

3.3 In reviewing the Panel, and the needs of the Tewkesbury Garden Town programme, the area of the Garden Town requires a broader membership. It is therefore proposed to terminate the current Junction 9 Area Member Reference Panel and to create a new Tewkesbury Garden Town Member Reference Panel with the updated Terms of Reference as included in Appendix 2.

3.4 The new Member Reference Panel will include the existing Members as well as those from the Tewkesbury area to better reflect the Garden Town transformational programme and the opportunities for the town as a whole.

4.0 West Cheltenham – Garden Village Award and Programme Status

4.1 In partnership with Cheltenham Borough Council, a bid for Garden Community Status was submitted to the Ministry of Housing, Communities and Local Government in respect of the Joint Core Strategy strategic allocation and safeguarded land at West Cheltenham. This includes the important Cyber Central commercial park. The size of this development incorporates up to 3,000 new homes and therefore was of Garden Village status within the Ministry of Housing, Communities and Local Government scheme. In July 2019 the two Councils were informed that the bid had been successful.

4.2 Whilst work specific to the Garden Village has not yet progressed in detail, the Ministry of Housing, Communities and Local Government /Homes England induction meeting is scheduled for September 2019. Considerable work has been undertaken in respect of the Cyber Central commercial element.

67

4.3 Land assembly is a key part of the Garden Village and Cyber Central programme. Cheltenham Borough Council has recently announced the purchase of land valued at £37.5million to facilitate the development of the Cyber Central digital park. Discussions with Home England are ongoing for further land assembly to assist in the delivery of the housing sites. As these progress further updates will be brought to the Executive Committee.

4.4 Masterplanning work, including the preparation of a draft Supplementary Planning Document, is underway and specialist contractors Avison Young have been commissioned to support this work. The cost of this work is shared between this Council and Cheltenham Borough Council and is funded from the growth fund reserve.

4.5 The development of a masterplan for the Garden Village will require full engagement with local communities, businesses and other stakeholders. Events to start this process are currently being planned.

4.6 A governance structure is currently under development with Cheltenham Borough Council, based upon a partnership agreement between the two Councils. The details of this are still to be finalised. A joint West Cheltenham Garden Village Programme Board has been established to monitor the progress of the programme. This Council is represented on the Programme Board by the Lead Member for Built Environment and the Chief Executive. Specific Officer Working Groups have also been established to take forward the various workstreams and this Council’s Officers are engaged in these where appropriate. Details of the governance structure will be reported to Executive Committee once the proposals are complete. At that point the need to establish any internal Member structures will be considered.

4.7 Funding for the workstreams involved in the Garden Village programme is currently being made from the growth fund reserve under delegated authority.

4.8 As the governance and workstreams develop at this early stage it will be necessary to enter into agreements with partners to take forward the West Cheltenham Garden Village programme. These are likely to involve governance arrangements and work items which require funding support. To facilitate the efficient delivery of these arrangements it is proposed to delegate authority to the Chief Executive to enter into agreements on behalf of the Council in respect of the West Cheltenham Garden Village programme.

5.0 OTHER OPTIONS CONSIDERED

5.1 Other governance structures have been considered; however, based upon the success of the original Panel - and accepting the need to make some minor changes - it is recommended that the new Panel be created.

6.0 CONSULTATION

6.1 None required.

7.0 RELEVANT COUNCIL POLICIES/STRATEGIES

7.1 Joint Core Strategy and the Joint Core Strategy Review.

8.0 RELEVANT GOVERNMENT POLICIES

8.1 National Planning Policy Framework. National Planning Practice Guidance.

68

9.0 RESOURCE IMPLICATIONS (Human/Property)

9.1 Whilst the report recommendations have no resource implications, with respect to the overall programme there are points to note which are covered in detail under section 2.3. To support the Garden Town programme delivery the following roles are being resourced: Programme Director, Programme Manager, Community Officer and Garden Town Administration Officer.

10.0 SUSTAINABILITY IMPLICATIONS (Social/Community Safety/Cultural/ Economic/ Environment)

10.1 None.

11.0 IMPACT UPON (Value For Money/Equalities/E-Government/Human Rights/Health And Safety)

11.1 None.

12.0 RELATED DECISIONS AND ANY OTHER RELEVANT FACTS

12.1 None.

Background Papers: 1. Executive Committee report 15 October 2014 – M5 junction 9 Area Growth; 2. Council report 20 February 2018 – Government Housing Infrastructure fund (HIF) – Funding Award for bridge over Rail Line at Ashchurch; 3. Executive 6 March 2019 – Borough Growth Reserve; 4. Council report 28 May 2019 – Garden Community programme – Garden Town status for Tewkesbury at Ashchurch; 5. Executive report 12 June 2019 – Government Housing Infrastructure Fund (HIF) - Funding Award for bridge over Rail Line at Ashchurch. Contact Officer: Garden Town Programme Director 01684 272237 [email protected] Appendices: 1: Tewkesbury Garden Town – Homes England Briefing Note – June 2019. 2: Tewkesbury Garden Town Member Reference Panel - Terms of Reference.

69 Tewkesbury Garden Town – Homes England Briefing Note June 2019 1

Proposition: Transformational garden town for Tewkesbury, focused on the development of the Ashchurch area to the east. The project will deliver 10,195 new homes with 35% affordable housing and create 8,464 jobs with a new local centre by 2050. Vision: Reimagine Ashchurch as the 'modern' part of the historical Tewkesbury with a complete mix of housing options, expanded employment, transport improvements and a new centre located around the station and St. Nicholas Church. Ashchurch possesses the foundations to help deliver a vision for sustainable growth of the town, utilising the excellent transport links to the M5 and its prime location as a high-tech employment area, thereby encouraging people to live and work locally.

Key components Project partners Site size: 604 ha 10,195 homes Tewkesbury Borough Council (Lead

8,46470 jobs Authority) 6 schools Gloucester City Council 1 health & care centres Cheltenham Borough Council Planning status of site 4 community facilities Gloucestershire County Council The Gloucester, Cheltenham and Tewkesbury Joint Core Strategy (JCS), was adopted 1 district centres & local centres Homes England in December 2017 and is now under review, having undergone its first ‘issues and 200 ha of green space MOD/DIO options’ consultation in early 2019. This Initial consultation has opened up the dialogue with stakeholders and local communities on the opportunities for accommodating additional growth at Ashchurch. The site in entirety will form a Land ownership and site assembly strategic allocation in the JCS as part of the review process. Under the existing JCS MOD base - 80 ha under agreement with St. Modwens (release date delayed) no housing land is allocated for the GT. Circa 200 homes with planning permission. Homes England - 5 ha An application for 900 homes currently subject to an appeal.13ha of employment 4 landowners all indicated interest in releasing their land for development land already with planning permission. Other small land owners and sites in multiple ownership MajorEntire siteinfrastructure to be designated requirements and allocated for development as part of review of JCS. Some land is under option. There are opportunities for public sector acquisition, Social and community facilities; New bridge over railway & associated link roads; A46 including Homes England.

capacity improvements linking to J9 on M5; Improvements to Tewkesbury rail station 1 Appendix development.

Updated Joint Core Adoption of Completion of Completion of Start of 2019 2020 Strategy submission for 2021 Joint Core first 25 units first 200 units Tbc Tbc EiP Strategy Phase 1 Tewkesbury Garden Town – Homes England Briefing Note June 2019 2

Quality and innovation aspects

• A concept masterplan as been developed for Ashchurch. This sets out 8 development principles: Defining a local character for Ashchurch; Put Tewkesbury on the map; Build a sustainable community; Transformation to a sustainable movement environment; Support infrastructure delivery; Promote an active, healthy quality of life; Create a place within a landscape; Create a flexible framework that guides development.

• The Councils are committed to work collectively to achieve not just the housing delivery, but also the economic growth and the overall "place making" - all three critical to this development opportunity.

• The ‘Thinking Place’ visioning exercise proposes a step 71 change in which Tewkesbury becomes a place that is a “hub and heartland driving the future success of the wider area” but not quite translated into a clear vision. Transformational outcomes expected need to be fleshed out. Key barriers to delivery • Development north of MOD Base requires a ‘northern access road link ‘ & railway bridge (£8.1M HIF bid). • Possibility of MMC (a preliminary study of the feasibility • Infrastructure investment totals £202 million (TBC estimate) split mainly between new schools and roads. of this is underway by Tewkesbury Borough Council • Not included in the above cost is an off-line A46, required to unlock development beyond 3000 homes. • Recently adopted CIL charging requires development to contribute £20 million. • Not clear what review process or tools will be used to • Land assembly is complex due to multiplicity of land ownerships. embed quality into the GT. • Release of MoD base, which may not be available for development for another 10 years. • Existing flood zones to the north and more centrally acting as green buffers. Housing Trajectory (2018-2050)

2025- 2031- 2036- 2018 2019 2020 2021 2022 2023 2024 2040+ Total Period 2030 2035 2040 Units 0 25 25 150 325 420 450 2450 2180 2110 2060 10,195 Tewkesbury Garden Town – Homes England Briefing Note June 2019 3

Proposed delivery mechanism Homes England owns approximately 5 ha of land which is strategically located next to the railway station and together with release of parts of the MOD base (approximately 80 ha) could facilitate early delivery. The LAs and Homes England are involved in discussions with land owners to the north of the MOD base. To the south of the base an appeal site could deliver circa 900 homes and other sites are being actively promoted. Other relevant programmes HIF (MVF - Tewkesbury Ashchurch Housing Zone £8.1m (railway bridge). (Contract Issued)

Project diagnostic Key master planning issues The Council’s have engaged consultants to undertake some initial ‘concept’ master planning work in support of the JCS Review. The completed study gives clarity about the potential identity of the garden town, spatial arrangement of uses and phasing. It also provides base line evidence of site constraints and opportunities. This work needs to be built upon and developed in order to generate a clear spatial vision, development concept, development and place-making objectives, together with potential delivery mechanisms and principles for long term stewardship . This will ensure that a viable and high quality Garden Town is delivered to the timescales envisaged. Key areas to focus on in any further master planning work should include: • Transformational outcomes for existing communities including future high quality employment opportunities.

• 72 How walkable and cyclable neighbourhoods can be delivered alongside opportunities for ‘Smarter’ travel and mobility choices and behaviours and technologies. • Utilising green infrastructure opportunities and integrating biodiversity net gain as part of a landscape led approach and to deliver healthy place making outcomes. • Consideration of legacy and future stewardship arrangements for community assets/GI. The appointment of an experienced master planner to develop a deliverable masterplan framework for the Garden Town is important next step. This work should incorporate and expand upon the ‘Thinking Place’ piece and the BDP Commission to develop the story of Tewkesbury as a whole and incorporate ideas on how to connect this vibrant new community with the existing historic market town and its communities. Any further master planning work should also be used to embed Garden City principles and innovation and further test housing capacity, viability and deliverability. Key deliverability issues Land assembly and delivery of strategic infrastructure is critical. A new road link and railway bridge is required to release phase 1. Funding through the HIF would unlock this. A new off-line southern link road to take capacity off the A46 is required. This A46 improvement scheme forms part of a wider corridor study which is being led by Midlands Connect. It is not clear what level of priority is being afforded to the Tewkesbury ‘end’ and is therefore a significant risk. Delivery of the full 10,000 homes relies heavily on the release of the MOD base which is not certain. The MOD base may not be available for a further 10 years. Ashchurch for Tewkesbury railway station only has two-hourly service and this needs to be increased. Flood mitigation will need to be carefully considered. Other issues New governance arrangements are required to reflect the new Garden Town status. There is no project team and the work is being supported through the JCS workstream which is not ideal. Initial support areas identified (to be provided by Homes England) • Delivery advice and support – particularly on land assembly and infrastructure delivery. • Master planning advice – including assistance in procuring a master planner • Governance and project management advice – including participation in any new governance arrangements • Cross Government Brokerage – HIF bid for railway bridge, A46 capacity issues, MOD release of whole base in med-long term.

Appendix 2

TEWKESBURY GARDEN TOWN MEMBER REFERENCE PANEL

1. AIMS AND OBJECTIVES

To provide a Member reference forum to have oversight of the Council’s Garden Town programme.

2. CONSTITUTION AND POWERS

1. The Panel shall comprise:  Leader of the Council.  Lead Member for Economic Development/Promotion.  Lead Member for Built Environment.  Lead Member for Community.  Lead Member for Finance and Asset Management.  Ward Members for Isbourne.  Ward Members for Northway.  Ward Members for Tewkesbury North and Twyning.  Ward Members for Tewkesbury East.  Members for Tewkesbury South.

2. The Panel shall, at its first meeting, appoint a Chair and Vice-Chair.

3. The quorum of the Panel shall be three Panel Members.

4. Substitution arrangements will not apply.

3. TERMS OF REFERENCE

1. To guide and enable the work of the Tewkesbury Garden Town programme and to act as a sounding board for any issues emerging from the work.

2. To ensure that the needs and aspirations of Tewkesbury Borough’s communities are adequately considered in the work to develop the wider area.

3. To involve and communicate with the wider elected membership of the Council.

4. DELEGATED POWERS

All issues that require a Committee decision will be reported to the Executive Committee and/or Council.

73 Agenda Item 13

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74 Agenda Item 14

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77 Agenda Item 15

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